HomeMy WebLinkAbout20132785.tiffPROPOSED BUDGET
2014
WELD COUNTY
STATE OF COLORADO
i
na
LEADING WITH RESPONSIVE, INNOVATIVE & COST EFFECTIVE SERVICES.
2013-2785
�.. e&S?
/G 7- aoi3
COUNTY OF WELD
2014
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
William F. Garcia, Chair
Douglas Rademacher, Pro-Tem
Sean P. Conway, Commissioner
Mike Freeman, Commissioner
Barbara Kirkmeyer, Commissioner
BY THE DIRECTOR OF BUDGET
DONALD D. WARDEN
September, 2013
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data 193
Budget Unit Summary - All Departments 194
Sheriff Administration 200
Sheriff Operations 202
Traffic Enforcement 204
Sheriff's Contract Services 206
Sheriff's Office Ordinance Enforcement 208
Regional Forensic Laboratory 210
Victim Advocate Services 212
Multi -Jurisdictional Drug Task Force 214
North Jail Complex 216
Centennial Jail 219
Contract Jail Space 221
Communications - County Wide 222
Communications System Development 225
Criminal Justice Information System 226
Coroner 228
Pre -Trial Services 231
Adult Diversion Services 233
Community Corrections 234
Building Inspection 236
Noxious Weeds 240
Office of Emergency Management 242
General Engineering 246
Missile Site Park 248
Parks and Trails 250
Airport 251
Senior Programs 252
Waste Water Management 253
Developmentally Disabled 254
Mental Health 256
Child Advocacy Center 257
Transfers:
Retirement 258
Human Services 259
Health Department 260
Economic Development 261
Building Rents 262
Non -Departmental 264
Retiree Health Insurance 265
Community Agency Grants 266
Extension Service 269
County Fair 270
Veteran's Office 271
Island Grove Building 272
Asset and Resource Management 273
Contingency (Salary) 274
iii
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 275
Graph -- Public Works Expenditures 276
Graph -- Seven Year Trend Data 277
Narrative Fund Summary 278
Concerning Local Accountability for Money Used for
Highway Purposes 280
Construction Bidding for State -Funded Local Projects 281
Summary of Revenue 282
Summary of Expenditures 283
Summary — All Departments 284
Administration 285
Trucking 287
Motor Grader 289
Bridge Construction 291
Maintenance Support 293
Other Public Works 295
Mining 297
Pavement Management 299
Grants -in -Aid to Cities and Towns 301
Non -Departmental Revenue 302
Contingency (Salary) 303
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 305
Graph -- Social Services Expenditures 306
Graph -- Seven Year Trend Data 307
Fund Narrative 308
Estimated Revenue 310
Mandated Programs 311
Summary of Revenue 312
Summary of Expenditures 313
Summary — All Departments 314
County Administration 320
Non -Program Revenue 322
Other Programs 323
Child Support Administration 325
Temporary Assistance to Needy Families 327
Aid to Needy Disabled 329
Child Care 331
Old Age Pension 333
Child Welfare and Administration 335
Core Services 337
LEAP Program and Administration 339
General Assistance 341
iv
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 343
Graph -- Health Fund Expenditures 344
Graph -- Seven Year Trend Data 345
Narrative Fund Summary 346
Summary of Revenue 347
Summary of Expenditures 348
Budget Unit Summary - All Departments 349
Administration 352
Non -Program Revenue 354
Health Communication 355
Community Health Services 357
Environmental Health Services 359
Public Health Preparedness 361
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 363
Narrative Fund Summary 364
Summary of Revenue 365
Summary of Expenditures 366
Summary — All Departments 367
Job Service (Wagner/Peyser) 368
Summer Job Hunt 369
Employment First 370
Assistance to Needy Families 371
Workforce Investment Act - Administration 372
Workforce Investment Act - Adult Program 373
Workforce Investment Act - Youth Program 374
10% Incentive Grant (CIMS) 375
Workforce Investment Act - Statewide Activities Grant 376
Workforce Investment Act - Dislocated Worker Program 377
Educational Lab 378
AmeriCorps Program 379
Tight Corp Program 380
AAA Administration 381
AAA Support Services 382
AAA Congregate Meal 384
AAA Home Delivered Meals 385
AAA Health Services 386
AAA ARCH 387
AAA Elder Abuse Grant 388
AAA Special Ombudsman 389
AAA Single Entry Point 390
AAA (NCMC) 391
AAA (VALE) 392
AAA (State Funds) 393
Part E Family Caregiver Support 394
Community Services Block Grant 395
v
PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 397
Conservation Trust Fund:
Summary of Revenue 398
Summary of Expenditures 399
Budget Unit Summary 400
Contingency Fund:
Summary of Revenue 403
Summary of Expenditures 404
Budget Unit Summary 405
Emergency Reserve Fund:
Summary of Revenue 406
Summary of Expenditures 407
Budget Unit Summary 408
Solid Waste Fund:
Summary of Revenue 409
Summary of Expenditures 410
Budget Unit Request Summary - Code Enforcement 411
Budget Unit Fund Summary 412
CAPITAL FUNDS:
Graph - - Seven Year Trend 415
Narrative Fund Summary 416
Summary of Revenue 417
Summary of Expenditures 418
Budget Unit Summary 419
Long Range Capital Projects Five -Year Plan 420
PROPRIETARY FUNDS:
Narrative Summary of Funds 463
IGS - Motor Pool Fund
Summary of Revenue 464
Summary of Expenditures 465
Budget Unit Summary - Motor Pool Administration 466
Budget Unit Summary - Motor Pool Equipment 468
IGS - Health Insurance Fund:
Summary of Revenue 471
Summary of Expenditures 472
Budget Unit Summary 473
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 475
Summary of Expenditures 476
Budget Unit Summary 477
IGS - Phone Services Fund:
Summary of Revenue 479
Summary of Expenditures 480
Budget Unit Summary 481
Weld County Finance Authority:
Budget Unit Summary 483
GLOSSARY 485
vii
VIII
DISTINGUISHED BUDGET AWARD
1
2
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 356-4000, EXT.4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
September 17, 2013
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
The Weld County 2014 Proposed Budget for operations and capital outlay totals a gross amount
of $231,139,914 with a net of $226,685,817 when interfund transfers are excluded. The Internal
Service Funds total an additional $30,416,292. The budget has been prepared in accordance
with your directives developed during the budget process. The budget is funded with revenue
estimates of $125,169,657, anticipated fund balances of $100,002,000, and the maximum
allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter
of $117,524,134.
2014 BUDGET HIGHLIGHTS
➢ Assessed value increased 9% or $577.7 million primarily from oil and gas production.
➢ Continue implementation of the Strategic Investment Plan for the Future of Weld County.
➢ Fund innovation and technology projects identified
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
➢ Add 7.5 positions to the information technology contract with ACS to deal with the
workload of information technology projects
➢ Implement a countywide training program with a Trainer position in Human Resources
➢ Implement a criminal justice planning function in the county
3
➢ Implement a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
> Add a Pre -Trial Specialist to accommodate HB 13-1236 changes to jail bonding criteria
➢ Add seven positions in the North Jail to open up 54 additional inmate beds
> The Weld County Regional Communications Center (WCRCC) will move to a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, including City of Greeley Police and Fire
➢ Participate in the Title IV -E (Foster Care and Adoption Assistance Entitlement Grant)
waiver project
> Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
> Add two additional Planning positions to accommodate new development
➢ Implement a small business development incentive program
➢ Continue to fund a Haul Route Program (HARP) to improve county roads impacted by
the energy industry due to new oil and gas drilling exploration
➢ Begin construction of Phases I and II of three phases of WCR 49 improvements
➢ Fund current and past administrative costs of the Weld County Retirement Plan
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
The United States economy continues to grow at a modest pace. Although weighed -down by
changes in federal fiscal policy and continuing uncertainty, the nation's private sector continues
to heal from the financial crisis and appears ready to gain momentum. Private sector gross
domestic product and employment is expanding, while consumers continue to simultaneously
spend and reduce debt. The expansion in the nation's manufacturing sector has regained its
footing, the nation's banks have rebuilt their balance sheets, and corporate profits continue to
grow. Although still several years away from a full recovery, the nation's housing market has
begun to emerge as an economic bright spot with fewer distressed markets, increasingly
stronger sales of existing homes, and moderate levels of new construction. In addition, the
nation's equity markets have experienced strong growth thus far in 2013.
Growth will remain subdued through early 2014, as slow growth in the global economy and
public -sector fiscal contraction in the United States weigh down the recovery's momentum.
The European recession, concerns about unsustainable real estate speculation in China, and
the uncertainty generated by geopolitical conditions in South Korea, Iran, and Syria are
weighing on business confidence. However, federal fiscal contraction in the United States is the
chief impediment to faster growth in the short term. The American Taxpayer Relief Act of 2012
resolved some, but not all, of the uncertainty related to federal fiscal policy. The combination of
continued uncertainty, higher taxes, and lower spending is estimated to reduce growth in gross
domestic product. The economic drag of federal fiscal policy should mitigate significantly by
2014. Congress is authorizing spending authority for the next federal fiscal year, retaining the
4
magnitude of the sequestration spending cuts, but allowing for slightly more flexibility in their
implementation. Economic growth is expected to accelerate to healthier rates in 2014 and
2015, as the recovery in the private sector matures and the drag from the uncertainty in the
public sector moderates. Recovery in the private sector is still dependent on continued loose
monetary policy, and dependents on the Federal Reserve continuing its expansionary monetary
policy, keeping interest rates low through 2014.
Colorado's economy continues to improve at a faster pace than the nation as a whole.
Employment growth is helping to lower the unemployment rate and support growth in retail
sales. Price appreciation in the Colorado housing market is among the strongest in the nation,
which has caused the housing market to go from being a drag on the Colorado economy to
helping boost it. Federal housing policies aimed at a national housing market still struggling from
the recent recession are helping Colorado homeowners build equity in their homes. The
agricultural sector suffered through a drought, which reduced production but also helped lift
prices. Colorado exports continue to grow despite a weak global economy. The underlying
strength of the Colorado economy will be enough to keep employment growth positive in 2014
even as tax increases, automatic spending cuts, and continued uncertainty from federal fiscal
policy slows growth. The effects of the sequester will be felt more in regions of the state with a
high concentration of federal employees and in regions that rely on federal government
services, such as those with national parks.
While the state economy is growing at a moderate pace, there is significant variation in
economic growth across regions of the state. The economies of the Denver Metro area and the
northern front range are growing faster than the state economy. Employment in those regions is
growing steadily and retail sales are increasing at healthy rates. A tight housing supply and low
interest rates are causing housing prices to appreciate.
The northern region's economic recovery is one of the strongest in the state. Employment is
showing moderate gains and consumers are spending money in the region as retail sales are
strong amidst a relative strong housing market. The region's housing industry is performing well.
Similar to the other regions in state, new nonresidential construction remains low. The Bureau of
Labor Statistics reported that the Fort Collins -Loveland and Greeley areas are on target to add
over 8,000 new jobs in 2013. The Greeley MSA's unemployment rate was 7.1 percent in May,
2013, lower than the 7.9 percent statewide rate. With over 4,000 farms in the region, agriculture
is a key component of the northern region's economy. Livestock production was up 6.4 percent
over the prior -year period. The number of cattle and calves on feed for the slaughter was
estimated at 1,160,000, up from 1,090,000 a year ago according to state data.
Oil extraction in Weld County continues to boost job and income growth. The big news for Weld
County economically is that Weld County is on pace to produce almost 80 percent of the state's
oil output this year, bringing with it continued development and challenges with which the
industry and government officials must grapple. Over 90 percent of the drilling in the state is
going on in Weld County this year. The oil and gas development has lead to the creation of over
3,000 new jobs, poured millions into the local economy from royalty payments, and has
increased the assessed value for the property tax bases of every local government in Weld
County. The development is anticipated to continue for the next few years, as Noble Energy,
one of the biggest energy companies working in the Denver-Julesburg Basis of the Niobrara
formation, announced in June that it expects to triple its oil and gas output in the area over the
next five years. This will bode well for Weld County's economy and property tax base.
5
FOR THE FUTURE
As Weld County looks to 2014 and beyond, a number of challenges face the Board of County
Commissioners, other elected officials, and staff to meet the ever changing and growing
demands of county citizens to maintain the quality of service the citizens have grown to expect
from their county government. The County is experiencing the biggest oil and gas boom in its
history. The additional production of oil and gas is resulting in significant increases in the
County's assessed value with the oil and gas production exceeding fifty -percent of the County's
total assessed valuation. Because of the volatility of production levels and price fluctuations of
the oil and gas production, the County must prudently manage the increased property tax base
created by the energy development. In February, 2012, staff developed and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the
Board of Weld County Commissioners an analysis of the optional uses of the projected property
tax revenues from the new oil and gas development in Weld County. The option selected was to
develop a long term strategy of investment in the County's infrastructure, technology and
innovation, staff training and development, economic development for diversification of the local
economy, and to establish a fluctuation reserve to deal with the volatility of the peaks and
valleys in energy prices and production. If the projected energy production figures materialize
eventually even with the long term investment strategy with the Weld County Home Rule
Charter 5% property tax limitation and TABOR limitation lower property tax rates will result for
all taxpayers in Weld County.
A long-term strategy of investment in the County's infrastructure, technology and innovation,
staff training and development, and economic development for diversification of the local
economy can all have a demonstrable long-term payoff. A good county transportation system
facilitates the movement of goods and services. Investment in innovation and technology will lay
the foundation for new and more efficient governmental services being provided by Weld
County Government. Staff development ensures that the County's employees have the skills
required to provide the very best service possible to the citizens of Weld County. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the County and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Weld County has to
focus on investing rather than spending in order to ensure long-term economic prosperity, not
only while the energy boom is happening, but also when it eventually ends.
The Strategic Investment Plan for the Future of Weld County is a continuation of Weld County's
historical discipline of fiscal stability. Commitment to the discipline of fiscal stability has enabled
Weld County to remain solvent and responsive in an uncertain economic environment and
provide the services the public needs and expects. Adherence to conservative and prudent
fiscal management practices have enabled the County to maintain balanced budgets and stable
reserves, implement proactive strategies to manage county programs, avoid debt entirely
through cash financing of capital projects and provide core services to residents. This financial
discipline has enabled the County to embrace the changes that are reshaping all aspects of our
lives — from how we live and work to how we share information and communicate, and in many
ways fundamentally changing the public's expectations of, and relationship with, government.
The County will face budgetary challenges over the next few years that will involve rising costs,
particularly if inflation returns as the Federal Reserve discontinues its economic stimulus via low
interest rates, and the reality of decreasing federal revenues in the future. The County's budget
must continue to reflect a multi -year strategic approach to managing county resources within the
ongoing challenging economic environment. The primary goals of this strategy are to preserve
6
core services, maintain the commitment to the County's capital program, and accommodate the
impacts of the energy boom in Weld County. The County has been able to accomplish these ob-
jectives while adhering to its fund balance and reserves policy that specifies that a large
contingency fluctuation reserve be maintained as a buffer for unexpected fiscal events and the
fluctuation of oil and gas assessed values. The County's proactive management of its cost
structure using this multi -faceted approach is assurance of its commitment to maintaining fiscal
health and stability of the County.
A significant measure of Weld County's commitment to providing residents with quality services
will be how well essential infrastructure is maintained and renewed. The County will continue to
be a responsible steward of public assets. A five-year Public Works Capital Improvement Plan
will continue to be updated annually and will ensure a fair and reasonable determination of
project priorities in accordance with the County's overall transportation needs, especially in
dealing with the impact of energy development in the County. A similar, annual five-year Capital
Improvement Program will be used to assess the condition of all facilities and to plan necessary
repair and maintenance, as well as fund new facilities needed, such as an expanded
correctional facility. Included in the capital plan will be funding to upgrade and replace the
County's critical communication infrastructure and systems. The County will continue to use a
proactive approach to maintain the physical environment, modernize and replace aging facilities
and equipment, and maximize the public return on investments.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve, and innovate, thereby maximizing value for taxpayers. By continuously working to
improve the quality, efficiency and cost effectiveness of its services, County staff will maximize
value for taxpayers and increase the ability to meet emerging public needs while living
within our financial resources. The pace of technological change and innovation in the world
around us is accelerating and Weld County must continue to draw on the expertise of its
workforce to take advantage of new ideas and tools to improve service delivery and operational
efficiency. The County must continue to use the business process analysis effort started in
2013, as an effective tool to meet the enormous challenges of revenue constraints, increasing
operational costs and growing public demands. The business process analysis is the
fundamental rethinking and redesign of the processes, tools and structures used to operate a
program or service to bring about dramatic improvements in performance. When new tools or
methods are discovered, business process analysis can help capitalize on them to improve
operations and achieve the best results for Weld County residents.
Managers at the County are expected to create and maintain a workplace that supports a
culture of continuous improvement and innovation. This can be achieved through employee
suggestions, open communication, training, and innovation and technology projects, among
other opportunities. In an era of rapid change, the need for knowledgeable, active, and engaged
employees will be greater than ever. The County must continue to attract and sustain a highly
qualified workforce that is responsive to the needs of the community now and in the future.
Building a skilled, and adaptable workforce requires that the County continue to recruit qualified
employees and provide competitive salary and benefit packages. Sustaining such a workforce
includes ongoing training, professional development, and engagement in succession planning.
Employees must be encouraged to become adaptable, take initiative, and keep skills current
through organization -wide initiatives and ongoing departmental efforts.
The County must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The County must be continually focused on providing
superior information services to support the multitude of county services and programs offered.
To keep up with advances in information technology (IT), the County has and will continue to
7
outsource its IT while maintaining strategic oversight of the technological direction. The
County's goal is to provide a reliable, integrated information services environment that meets
not only today's needs for communication and business efficiency, but positions the County to
leverage new technology innovations and best practices for business transformation and
improved service delivery in the future.
What is occurring in the world around us is that the pace of change in our world is accelerating
exponentially. This dynamic is challenging all of us as individuals and as organizations, and
shows no sign of abating. In fact, the pace of change underway now in our world continues to
intensify. Fueled by technological advances, we are quickly changing and reshaping all aspects
of our lives from how we live and work to how we share information and communicate. These
technological advances in many ways are fundamentally changing the public's expectations of
and relationship to their government.
Beside technological changes, we can anticipate that as the federal government deals with
deficit spending issues there will be significant programmatic and spending changes as a result
of decisions made in Washington. These could require counties to profoundly change not just
how to provide services, but what services the County can or, in some cases, must provide. In
addition to adjusting to new roles and responsibilities, the County must also take advantage of
opportunities to improve how and where to serve the public. Departments throughout Weld
County Government need to find ways to deploy new technology tools to expand employees'
flexibility, allowing them to become more productive and better serve our customers in the
community. This means changing the way county services are designed by continually looking
for more opportunities to streamline operations and addressing public needs in innovative,
comprehensive ways. It may mean changing how the County communicates with the public by
expanding the services and information the public can find online and through the social media.
Therefore, if one is to sum up the 2014 Budget Plan in only two words, those words would be
"Embrace Change". Weld County must plan on rising to the challenges that change presents,
embracing opportunities it offers and continuously examining how we can change as an
organization to better provide the services the public needs and expects.
Change will be the constant as we face 2014 and the future. However, one aspect that will not
change is our commitment to fiscal discipline. Even with the added property tax resources from
oil and gas, we must continue to be good stewards of the taxpayers' money. We must continue
to deliver cost effective and efficient county services, maintain prudent reserves, and invest in
the future of our infrastructure. We will do this by working to ensure that Weld County
Government remains fiscally sound, operationally strong, and able to meet the core needs of
Weld County residents within available resources. We must continue to monitor changing
economic conditions and the uncertainties surrounding key state and federal revenue sources.
For Weld County Government our greatest asset is our ability to combine the expertise and
dedication of our employees, the pragmatic approach to solving problems, the strong leadership
of our elected officials and department managers, and our commitment to a culture that
embraces change. With these organizational strengths, we can all be confident that Weld
County Government as an organization will meet the challenges of the future.
8
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $242,693,791 in 2014, an increase
of 10.24 percent over 2013, primarily in property taxes, intergovernmental, charges for service,
fees, internal service charges, and miscellaneous revenues. The amount of revenue from
various sources and the changes compared to 2013 are shown in the following tabulation:
Revenue Sources 2013
Amount
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
$107,816,616
8,310,000
2,866,875
48,848,573
5,800,931
11,518,124
8,777,000
26, 219, 772
$220,157.891
2013
Percent
of Total
49.0%
3.8%
1.3%
22.2%
2.6%
5.2%
4.0%
11.9%
2014
Amount
$117,524,134
9,450,000
3,450,225
50, 095, 556
8,242,560
15,806,774
9,958,250
28,166,292
2014
Percent
of Total
48.5%
3.9%
1.4%
20.6%
3.4%
6.5%
4.1%
11.6%
100.0% $242.693 791 100.0%
Increase
- Decrease
from 2014
$ 9,707,518
1,140, 000
583,350
1,246,983
2,441, 629
4,288,650
1,181,250
1,946,520
$22 535 900
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $257,102,109 for 2014, which is an increase
of 13.35 percent over 2013. The amounts by function and the increase over 2013 are as
follows:
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
2013
Amount
$ 31,876,971
28,997,045
41,793,329
45,569,221
8,145,633
8,900,673
7,600,000
2,575,851
12,000,000
9,047,609
935,807
398,847
28,979,772
2013
Percent 2014
of Total Amount
14.1%
12.8%
18.4%
20.0%
3.6%
3.9%
3.4%
1.1%
5.3%
4.0%
0.4%
0.2%
12.8%
$ 34,217,512
30,399,000
55,799,091
50,600,706
8,258,248
9,129, 247
8,650,000
2,575,346
10,000,000
15,908,049
730,391
418,227
30,416,292
2014 Increase
Percent - Decrease
of Total from 2012
13.3% $ 2,340,541
11.8% 1,401,955
21.6% 14,005,762
19.7% 5,031,485
3.2% 112,615
3.6% 228,574
3.4% 1,050,000
1.0% -505
3.9% -2,000,000
6.2% 6,860,440
0.3% -205,416
0.2% 19,380
11.8% 1,436,520
TOTAL $ 226,820,758 100.0% $ 257.102.109 100.0% L30.281.351
Enterprise Operations: The County's only enterprise operation was the Paramedic Service.
The Paramedic Service is a county -wide advanced life support emergency medical service.
The program is totally supported by fees. The operation was transferred to NCMC, Inc. and
Banner Health on May 7, 2012. NCMC, Inc. and Banner Health assumed operational and
9
financial responsibility for the Paramedic Service. The operation will no longer be part of the
Weld County budget.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2014 program is funded at $8,650,000, with
$8,250,000 from property tax, $100,000 from capital expansion fees, and $300,000 from
interest. Anticipated projects include $300,000 for a grader shed for Public Works, and
$686,000 for special projects. A carry-over beginning fund balance of $12,552,000 is
anticipated, and $20,216,000 ending reserve fund balance for the future jail expansion
($14,116,000), Communications System reserve ($4,100,000), and Downtown Greeley land
reserve ($2,000,000) is anticipated at the end of 2014.
Debt Administration: The County continues to have no bonded indebtedness. The passage
of HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent
of the assessed valuation of the county. Thus, Weld County maintains over a $210 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2014 is $1,330,000.
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
insurance or collateralized. All collateral on deposits is held either by the government, its agent,
or a financial institution's trust department in the government's name.
Risk Management During 2014, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool, therefore, all casualty insurance coverage is being
provided via pooling with other Colorado counties. The pool offers full safety and risk
management programs to minimize losses. Losses are funded on a self-insurance option basis.
Worker's Compensation will be provided via a state approved self-insurance program.
Mill Levy: The mill levy will be 16.804, unchanged from last year. The assessed value for the
2013 Budget is $6,416,128,090, which is up $1,053,264,680, or 20 percent over last year. The
assessed value for vacant land is down $5.8 million, or 7 percent. Residential is up $15.7
million, or 1 percent; and commercial property is up $40.9 million, or 6 percent. Agricultural
property is up $2.9 million, or 2 percent; industrial is up $61.6 million, or 18 percent; natural
resources is down $0.66 million, or 5 percent; and State assessed property is up $34.3 million,
or 6 percent. The major increase is in oil and gas, up $942.8 million, or 39 percent, which is due
to price and production being up with the new energy development. There is an actual value
increase of new construction of $212.9 million, or 0.9 percent.
Employee Compensation Pay: For the 2014 budget, a salary increase of 2.5 percent to Weld
County employees is included. Employees will get step increases for longevity and
performance. Health insurance rates are anticipated to go up 8 percent for 2014. Health
coverage will be provided by CIGNA on a partially self -insured basis with a Preferred Provider
10
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account
(HDHP/HRA) option. No other benefit changes are anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$100,002,000 to begin 2014. This remains at one of the highest levels in many years. The
strong fund balance figures have been achieved through conservative budget practices and the
high assessed value from oil and gas revenues. The ending fund balances are projected at
$85,593,682. However, the ending fund balance is actually understated because $10,000,000
in the Contingency Fund is appropriated, thus not showing up in the ending fund balance figure.
The $10,000,000 is not anticipated to be spent in 2014, and if no emergencies or unforeseen
events happen, the amount should be in the ending fund balance. There is no fund balance
earmarked in the 2014 budget. All other fund balance amounts are undesignated. With the
above projection, ending fund balances should be $95,593,682. The Contingency Fund also
serves as a stabilization reserve for the fluctuating revenues due to Weld County's heavy
dependency on oil and gas assessed values that can fluctuate dramatically from year to year
due to production levels and price changes.
MAJOR FACTORS IMPACTING THE 2014 BUDGET
The major factors impacting the 2014 budget continue to be related to the continuing recovery
of the economy, oil and gas development in Weld County, state and federal budget issues,
service restructuring in Weld County government, and the execution of the Strategic Investment
Plan for the Future of Weld County.
The economy is no longer in a free fall and there are signs of economic recovery cautiously
returning, such as lower unemployment rates, residential and non-residential construction
activity becoming more evident, population growth, and continued oil and gas development.
Given these indicators to Weld County's economic growth and recovery, there is reason to be
cautiously optimistic about the economic future of Weld County. As has been the case for the
last three to four years growth and development activity directly, or indirectly, related to oil and
gas exploration seems to be the main economic driver in the majority of positive economic
activities in Weld County. The County has seen several compressor stations, injection wells,
new pipelines, and other oil and gas support and service industries seeking permits. Given the
commitments of the large oil and gas companies in Weld County, the County seems primed to
see considerable long-term investment and development in the oil and gas arena.
The volatility of the oil and gas assessed values continues to be a major impact to the County's
budget planning the last four years. For the 2014 budget, oil and gas assessed values are up
nearly a half billion dollars with a 15 percent increase, even with the significant drop in gas
prices in 2012. While the growth in the County's assessed value and economic stimulus of the
energy industry in Weld County is positive, the downside is the County has had to add
significant resources to the Public Works budget again in 2014 to accommodate heavy hauling
traffic, address safety issues, and improve roads impacted by the oil and gas industry's heavy
hauling on county roads due to new exploration. The Public Works 2014 budget is up over $14
million compared to last year.
2014 holds great opportunity and concern for the Weld County Department of Human Services.
It will be the first full year of the department's implementation of an Electronic Document
Management System, enabling it to scan images of all documents that are presented to it, at the
time they are received, so that they can be stored and retrieved electronically, rather than
copying, filing, and storing physical documents. The department will also participate in the
state-wide Title IV -E (Foster Care and Adoption Assistance Entitlement Grant) Waiver Project,
11
designed to provide permanent connections for children entrusted to our care. Senate
Bill 12-078 mandates reporting of abuse of at -risk adults and could significantly impact the
workload of Adult Protection Caseworkers. The department is reorganizing its staff in
anticipation of this increase, so that it can be prepared to provide services needed to address
this issue. Finally, and likely most significantly, 2014 will bring implementation of some of the
most impacting aspects of the Affordable Care Act. Human Services anticipates the requirement
of citizens to apply for Medicaid in order to be eligible for services under the Health Exchange
and the increase in income levels eligible for Medicaid will create an increase in caseload of
25% - 30%. The department is hiring, equipping, and training staff in anticipation of this
increase, so that it can be prepared when it arrives.
The Commissioners and Greeley City Council made a decision in midyear 2013, to transition to
a new organizational model where Weld County will assume the management of the Weld
County Regional Communication Center (WCRCC) to dispatch all Weld County public safety
entities, including Greeley, under the management of a Weld County Director of Public Safety
and Communications. The City of Greeley will become a user of the WCRCC, like all other
public safety entities in Weld County, and pay accordingly.
Finally, for the second year the Strategic Investment Plan for the Future of Weld County
recommendations are incorporated into the 2014 Budget. The plan calls for developing a long-
term strategy of investment in the County's infrastructure, technology and innovation, staff
training and development, economic development for diversification of the local economy, and
establishing a fluctuation reserve to deal with the volatility of the peaks and valleys in energy
prices and production.
The General Fund is funded at the level of $108,057,437 up $14,192,234. Without including
adjustments for health insurance costs, cost of living, and salary step increases, the budget for
general government functions is up $2,340,541. 2014 will have both a primary and general
election resulting in added costs of $403,856. The budget is funded as if it is a mail election. If
the election is a voting center election the costs could increase. The Assessor's budget is up
$41,567 primarily due to the request for an additional Assistant Analyst position for oil and gas
appraisal work. Human Resources' budget is up $67,174 for a countywide trainer position that
was transferred from Information Services. The Planning Department is up $158,490 with the
request for an additional Planner I position and Office Tech IV due to more development activity.
Building and Grounds is up $128,750 primarily for increased costs of utilities, services and
supplies to maintain all the county facilities. Information Services has increased $1,236,777 with
$140,920 attributed to the 3.5 percent inflationary factor in the ACS contract. In addition, there is
$892,432 included in the budget for 7.5 new ACS positions. The positions are to deal with the
added workload and projects for 2014. The positions are three System Consulting Senior
Analysts, one System Consulting Analysts, one Technical Helpdesk Specialist, one Systems
Technician, one Information Management Senior Specialist, and a 0.5 FTE Information Security
Analysts. The GIS budget is up $85,400 primarily for the acquisition of new aerial imagery in
2014. Some areas of the county have not been updated for over 6-7 years.
Public safety functions are up $5,031,485 in the budget. The Sheriff increased costs in the
recommended budget by $1,072,557. Two Office Technician positions were added mid -year
due to the increased volume of concealed carry weapons permits. These costs were offset by
added revenue from the permits. An additional Polygraph Examiner/Applicant Coordinator is
included in the recommended budget due to the number of applicant screenings required. The
new Regional Forensic Lab facility opened in August, 2013, but because of grants and cost
sharing of the facility the opening is not impacting the 2014 budget. North Jail personnel
services costs increased by $496,693.00. This increase is based on the need for additional
12
operating capacity; adding six corrections officers ($396,346) and one security commander
($94,278) will allow for an increase in capacity of approximately 54 beds. In addition there is a
request to upgrade the Booking Manager position to grade 43 at a cost of $6,069. Increasing
capacity by 54 beds reflects the increase of $67,054 in inmate supplies. The jail will experience
some inflationary cost increases for medical services in 2014. In addition the medical provider is
requesting an additional $15,478 for two hours per week of a dentist and dental assistant and
$42,110 for 4 hours per week for additional psychiatrist for a total increase of $150,228. Other
professional services are also up for contracted food services ($46,864). Counting the 54 beds
currently there are 149 extra beds which allow the delay for any new jail construction until 2018-
2020 timeframe. The Community Corrections budget is up $179,599 with all costs being offset
by state revenues. Justice Services has requested one Pretrial Service Specialist position
($65,595) to handle anticipated workloads with passage of HB 13-1236 encouraging judges to
rely less on monetary bond schedules, and to use Pretrial Services more. Additional position will
produce cost avoidance in the jail and generate approximately $5,000 in service fees.
As discussed above in 2014 Weld County will assume the management of the Weld County
Regional Communication Center (WCRCC) to dispatch all Weld County public safety entities,
including Greeley, under the management of a Weld County Director of Public Safety
Communications. On the expense side of the budget all the costs of the WCRCC are included in
this budget. Of the total costs E911 will pay $1,816,158. The personnel costs total $5,326,246
for 61 FTE that include 9 call takers, 40 dispatchers, 8 supervisors, MSAG position, Office
Tech, Operations Manager, and Director. Staffing for dispatchers and call takers is based upon
a 12 hour shift model. The goal will be to move to an 8 hour shift model in 2015. Net costs for
the WCRCC are up $1,971,401 primarily due to the City of Greeley only paying as a user rather
than sharing costs, additional staffing for the WCRCC, and 2014 COLA and health insurance
increases are included in the 2014 recommended budget. Communications development
equipment is down $500,000 since a funding reserve has been established in the E911 Fund
and Capital Expenditure Fund for all future communications equipment needs.
The General Fund's subsidy to the Public Health Department is up $212,990 due to health
insurance costs and anticipated salary increases. With the underfunding of the Weld County
Retirement Plan the Board has decided to reimburse the Retirement Fund for the administrative
costs of the plan. The administrative costs include the investment fees and other administrative
costs. Annually the costs are $1,000,000. The County stopped paying the fees in the 1980's, so
the $10,000,000 in the recommended budget is to not only pay the current fees, but reimburse
for the years that the General Fund did not pay due to surplus funding. The level of funding for
this purpose can be reduced in years where the property tax revenues from oil and gas fluctuate
downward. An increase of $1,620,906 is included for other General Fund departments' health
insurance costs, and anticipated salary increases of 2.5 percent in 2014.
The budgeted appropriations for Public Works in 2014 total $55,799,091 up $14,005,762.
Municipal share back is funded at $1,963,393. Budget reflects an 8 percent increase in health
insurance costs. 2014 salary increases are funds for step increases due employees in 2014
and a 2.5 percent cost of living salary adjustment is included in this budget for a total of
$511,416.
The Other Public Works budget is up $11,217,040 based on the Capital Improvement Plan
(CIP). Contract Payments decreased $7,810,000 based on capital improvement projects for
2014. Strategic Roads increased $17,165,000 based on capital improvement projects including
Phases I and II of the Weld County Road 49 extension. The Haul Route Program decreased
$717,960 as a portion of the expenditures are funded from the Road and Bridge Construction
budget ($1,755,000).
13
The specific projects in the 2014 budget are: Intersection of WCR 49 and US 34 ($1,800,000),
Intersection of WCR 47 and SH 392 ($400,000), Intersection of WCR 74 and SH 392 ($70,000),
Intersection of WCR 49 and WCR 22 ($2,250,000), Intersection of WCR 49 and WCR 44
($3,000,000), Intersection of WCR 49 and WCR 22 ROW ($325,000), WCR 49 acquisition of
southern ROW ($650,000), Bridge 68/59A ($1,500,000), WCR 49 Phase 1A ($4,900,000), WCR
49 Phase 2 ($6,000,000), ROW expenses ($150,000) and other contracts ($850,000).
Pavement Management is funded at a decreased level of $213,493 and the Trucking budget is
down $55,850 both due to seasonal employees being moved to Other Public Works. Mining
operations are down $800,250 with a reduction in the purchase of class 6 materials. Seasonal
staffing is up $556,056 in order to staff for the 2014 workload. Motor grader operations are up
$254,345 to fund dust palliative materials. Bridge Construction is up $1,876,524 to primarily
fund contract recycled asphalt crushing, recycled asphalt supply, class 6 material purchase, and
bulk cement purchase. Other operating budgets for road and bridge maintenance are funded
near the 2013 funding level. With some operational economies to offset some of the inflationary
costs the current service level should be able to be maintained with the funding recommended.
The total Social Services Fund budget is $30,399,000. The programs are funded by property
tax of $9,000,000, state and federal funds of $20,644,170, and the potential use of fund balance
to cover unanticipated cost overruns. The Department continues to pursue innovative programs
to avoid, or reduce the duration of, clients' need for services. While this may, in some cases,
drive greater costs in the current year, it is anticipated that these measures will enable the
Department to avoid costs in future years.
The Human Services Fund is funded at $7,988,068 for 2014, which is up $55,021, less than
one -percent percent, from the previous year, even though there are major shifts in funding by
program. Community Services Block Grant is down $72,814, and Senior Nutrition programs are
down $32,168. Department of Labor programs are down $595,550. Area Agency on Aging is up
$646,453 or nearly 30 percent. Temporary Assistance to Needy Families (TANF) is up
$109,100.
On the revenue side of the budget, property taxes are budgeted at $117,524,134, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR.
Revenue from interest earnings remain at $1,100,000 for 2014, as interest rates are projected to
remain low through 2014. Planning and Building Inspection fees are up $600,000 primarily due
to all the new oil and gas activity in the County and some upturn in development.
Intergovernmental revenues are up $1,246,983 primarily due to higher Community Correction
grants of $179,599 and Social Services program revenues. Charges for Services are up
$2,441,629 primarily from charges related to the WCRCC with the new management model.
The Treasurer's fees are anticipated to be up $970,000 due under estimations in the past and
increased property tax collection fees from other county taxing jurisdictions. Revenue from Clerk
and Recorder fees are up $300,000 as vehicle sales have recovered. All other revenues are
relatively stable with little change.
The resources for Public Works total $74,828,235, which includes a fund balance of
$28,000,000, in addition to the revenue shown in the budget. Property tax is set at $11,500,000
up $2,500,000. Specific ownership tax is estimated to be $7,300,000, up $1,300,000 from
2013, as vehicle sales recover. Total HUTF will be $9,700,000 up $150,000 from 2013. Permit
revenues are budgeted at $500,000. Motor vehicle registration fees are $330,000, and grazing
fees are $70,000. Oil and gas revenues are $5,000,000. Federal mineral lease revenues are
$1,000,000 due to the creation of the Weld County Federal Mineral Lease District. The federal
14
mineral lease revenue will flow through the new district and then Public Works will apply to the
district for the funding of projects. In 2014, the district is funding $1,000,000 in oil and gas haul
route projects. The $1,000,000 is budgeted in other revenues from project reimbursements.
PILT is budgeted at $330,000 with the Federal Mineral Leasing District funding change.
Other revenues from project reimbursements total $5,898,235, which are up $1,318,563.
Transportation impact fees are budgeted at $2,800,000. Reimbursements for the intersections
of CR 49/US34 project includes $1,499,735 from NFRMPO, CR 49/SH 392 project includes
$320,000 from NFRMPO, and CR 74/SH 392 project includes $56,000 from NFRMPO. There
are also Energy Impact Assistance grants of $3,000,000 for Phase I and II of WCR49 and
$200,000 for WCR49/22. A HES grant for $22,500 is funded. There is a state grant for
$1,200,000 for Bridge 68/59A. Severance tax is budgeted at $2,000,000.
The 2014 Budget contains adequate resources to provide a level of service similar to 2013. The
operational plan supported by the 2014 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency
while maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an
environment of constant change that has never been more apparent. The State of Colorado
faces significant issues and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
be funded, must be dealt with by the Board of County Commissioners with citizen input.
Hopefully, this budget document has allowed the Board to make those difficult decisions to
maximize the value of the tax dollars of the citizens of Weld County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested
by the elected officials, department managers, and employees in recognizing the problems and
issues confronting the County and responding with creativity and understanding. The County,
as a whole, also recognizes the Weld County taxpayers and consumers of county services who
provide the economic resources to the County, and we pledge our commitment to continue to
provide the best in county services possible.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado.
More information may be found on Weld County's website at www.co.weld.co.us.
Very truly yours,
Sihitan
Donald D. Warden, Director
Budget and Management Analysis
15
ABOUT WELD COUNTY
Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered
on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area.
The third largest county in Colorado, Weld County has an area greater than that of Rhode
Island, Delaware and the District of Columbia combined.
The climate is dry and generally mild with warm summers, mild winters and a growing
season of approximately 138 days. The land surface is fairly level in
the east, with rolling prairies and low hills near the western border.
Elevations in
the county range from 4,400 to 5,000 feet.
The South Platte River and its tributaries, the Cache la Poudre, Big
Thompson, Little Thompson, Boulder, St. Vrain, and other smaller
streams, flow into Weld County from the south and west, leaving the
county on the east.
POPULATION
There are 31 incorporated towns in Weld County. The county seat and
principal city, Greeley, is located in the west central part of the county and contains almost
half the county's population. Generally, most of the remaining population resides within a
20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated.
HISTORY
Major Stephen H. Long made an expedition to the area now known as Weld County in 1821.
He reportedly said that the region would never be fit for human habitation and should
remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a
government expedition came through the general area; the next year a member of that
party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the
present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St.
Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the
1930's by the State Historical Society.
The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah
to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer
County and north of the present Adams County were in the original Weld County, one of 17
counties established by the first territorial legislature in September, 1861. Weld County was
named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat.
During the first 16 years of Weld County's history the county seat was moved from St. Vrain
to Latham (three miles east of the present Greeley) to Evans, to Greeley, to Evans again,
and finally in 1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900's. Originally they came as railroad workers; many
soon worked in the productive beet fields and eventually became prosperous landowners.
Weld County's Spanish -surname population began to arrive during the mid 1920's as
laborers for the sugar beet industry.
16
Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920
by one at Fort Lupton and another at Johnstown in 1926.
LIVEABILITY
Weld County's livability is just one of the features that make it a great
place to live. Abundant Colorado sunshine, low humidity, cool summer
nights, and mild winters provide a climate where people thrive.
Recreational opportunities are almost endless. Much of Weld County is
within an hour's distance of the majestic Rocky Mountains. Sports
fans don't have far to go to cheer for their favorite professional teams
in Denver.
Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer
life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort
Vasquez in southern Weld County has an exciting history as an early Colorado trading post.
The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the
Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of
America's premier college dramatic organizations.
North Colorado Medical Center is a leading public medical facility
and the Northern Colorado Oncology Center is a major cancer
treatment facility in Colorado.
EDUCATION
Education has always been an important part of life in Weld
County where twelve school districts offer educational
opportunities which have earned a reputation for quality.
Greeley is the home of the University of Northern Colorado, a 4 -
year university offering bachelors, masters and doctorate
degrees to 11,000 students. Aims Community College is a 2 -
year liberal arts and vocational college in Greeley with a second
campus in Fort Lupton.
With 3,999 square miles within its borders and a population of over 250,000, Weld County
has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles
from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right
places. The result is that Weld County provides an ideal location for corporations, industry
and businesses. Most importantly it's a nice place for people.
RESOURCES
Fertile fields of green can be found in every part County, which ranks as the third leading
agricultural area in the United States. Weld County is Colorado's leading producer of cattle,
grain and sugar beets.
An abundance of water has been important to not only the agricultural community, but also
to industrial development.
17
Weld County is the second leading area in Colorado in the production of oil and gas. The
county's many abundant resources provide a sound economic base and a secure future for
the area.
One of Weld County's most valuable resources is its labor force. The people resources
provide a healthy labor climate for any corporation or industry.
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees. The
available services, recruitability, location, resources and livability make Weld County a
desirable place in which to work and live.
Weld County has one more important ingredient, a positive attitude toward growth. We love
Colorado and we'd love having you here, too.
INDUSTRY
Numerous industrial sites are located throughout Weld County. Fully
developed rail and non -rail parks; undeveloped parcels, many
zoned and with rail utilities adjacent to the property; a variety of
industrial and commercial sites; and availability of both new and
renovated prime office space are indicative of this area's attitude
toward growth. Convenient access to every type of supply artery
facilitates the industrial possibilities in Weld County.
Major employers who already call Weld County "home" include:
ANADARKO PETROLEUM CORPORATION
BURRIS COMPANY, INC.
CARE STREAM HEALTH CARE
HALIBURTON
HARSH INTERNATIONAL
HENSEL-PHELPS CONSTRUCTION
IBS SWIFT BEEF COMPANY
METAL CONTAINER CORPORATION
NOBLE ENERGY
NORTHERN COLORADO MEDICAL CENTER
OWENS-ILLINOIS
PLATTE VALLEY STEEL
ROCHE CONSTRUCTORS
STARTEK
STATE FARM INSURANCE
VESTAS WIND SYSTEMS
18
7'96
Weld County is a changing and diverse community: Our
strategic planning process will provide a methodology to
achieve a consensus of what is needed for the future. As such
the strategic plan provides Weld County policy makers,
managers and employees with
a game plan or blueprint that
guides decision making
towards our shared priorities
and a rationale for resource
allocation. These plan
priorities provide the
measuring stick we need to
determine if Weld County is
fulfilling its responsibilities.
Strategic planning also
provides for government
accountability and continuous
improvement.
OUR PR8O r1 tATE C
THE ES.
These themes guide Weld County towards out
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation system
• Continuously improve the performance and capabilities
of Weld County operations by maximizing technology,
fostering innovation, and increasing access to and
information regarding services
■ Promote a healthy economy through business development
and economic diversification
■ Promote responsible and comprehensive policy
development through effective planning for land use,
transportation, and growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all
government services
SK)
THE
isyso statement ectsour
s' e ecttition 7 r Wd County
%fee m gent into
o
LD COLIN
i CCULTURE
•
We maintain the public's trust through honest and fair behavior
• We exhibit the courage to do the right thing for the right reason
• We are accountable to each other and the public for providing good
service and value
• We promote open communication
• We conduct county business openly resulting in efficient and ethical use
of county fund
SMtPLARDt,rEIP
• We ensure responsible stewardship to all that is entrusted to us
• We recognize Weld County has conservative constituents (5% tax
limitation)
• We operate the county by employing good business practices
• We maintain fiscal stability to ensure services that citizens rely on, in
good times and bad times
• We are a "pay as you go" county with no debt
• We achieve operational efficiency through continuous efforts to improve
and innovate, thereby maximizing value for our taxpayers
• We only add money to the solution of county problems after exhausting
all other options
• We are committed to excellence in all that we do as an organization
• We work with professionalism and purpose
• We strive to provide superior service to our citizens
• We provide regional leadership to forge cooperative partnerships and
leverage resources for the benefit of our citizens
• We represent the county's interests aggressively at the state and federal
level to maximize county revenues, minimize county costs, and get
favorable decisions for Weld County citizens and taxpayers
• We have dedicated, skilled and adaptable county employees that have a
history of turning plans and resources into achievement and success in
serving Weld County residents
f
'r.
e Pose ydzcb;ogprinciples are the basic oaloor of era))
a))
/ere/ f [r id C oe;a/ Wooer ibbent. 7 1;B9; Ow- sae the way
22,.'6 make 17/r de/slobs am/ carry oatoarartions every clay,.
► Ensure long-term fiscal stability for the county
► Customer -focused and customer -driven
► Accountable and responsible to the public
► Provide and develop leadership, cooperation, and
collaboration aimed at improving service
► Focus on viable solutions that improve the quality of life
► Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
RENDS IMPACTIN'"
WEL C UN
We identified the trend and events that may
impact our ability to provide and improve
services. Analyzed the strengthens and
weaknesses of Weld County government to
meet these challenges. The major trends
affecting Weld County are:
• Energy Development
• Changing Economy
• Transportation
• Demographic
Changes
• Innovation and
Technology
• County Government
Financial Trends
TRENDS IMPACTING WELD COUNTY
Energy Development
Weld County is experiencing the biggest oil and gas boom in its history. Weld County has
over 20,000 active wells — about 40 percent of the state's total — the greatest majority located
in the southern part of the county in the Wattenberg Field within the Niobrara Formation. The
Niobrara Formation is a geologic formation that is bountiful in fossil fuel reserves within the
Denver-Julesburg basin, including nearly all of Weld County's 4000 square miles. New
technologies have made the extracting oil and gas through the tight shale that underlies the
formation an economically viable proposition. Energy companies are investing in new wells
and infrastructure in Weld County to tap into the estimated oil and gas reserve of as much as
1 billion to 1.5 billion barrels of oil -equivalent in the Wattenberg Field. The production will
translate into a boost for the local economy, job creation, and tens of millions of dollars in
property taxes and severance taxes for local jurisdictions.
The additional production of oil and gas is resulting in significant increases in the county's
assessed value with the oil and gas production exceeding fifty -percent of the county's total
assessed valuation. Because of the volatility of production levels and price fluctuations of the
oil and gas production, the county must prudently manage the increased property tax base
created by the energy development. In 2012, the Board of Weld County Commissioners
approved the Strategic Investment Plan for the Future of Weld County The plan is a long term
strategy of investment in the county's infrastructure, technology and innovation, staff training
and development, economic development for diversification of the local economy, and to
establish a fluctuation reserve to deal with the volatility of the peaks and valleys in energy
prices and production. If the projected energy production figures materialize eventually even
with the long term investment strategy with the Weld County Home Rule Charter 5 % property
tax limitation and TABOR limitation lower property tax rates will result for all taxpayers in Weld
County.
The county and energy industry have forged a relationship that is one of cooperation. The
most significant impact of energy development has been on the county transportation system.
The system originally designed to serve farm -to -market routes has been inundated by trucks
servicing oil and gas wells. The county has worked closely with the energy industry to stay
proactive in its approach to road maintenance and improvements. The county has embarked
on its Haul Route Program (HARP) to improve road impacted specifically by oil and gas
operations. The program has been developed in conjunction with the energy industry to
identify haul routes that need to be improved to access new drilling sites.
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules, and ground water testing. The county will need to continue its
partnership with the industry to insure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
TRENDS IMPACTING WELD COUNT
Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago as in migration has added
to the ethnic diversity with the growing Latino population. Weld County's changing
demographics are evident in the shift from a rural charter to a more and more urbanized
population. The county has centers of population outside just the Greeley area, as the
Windsor -Severance area and Southwest Weld County area continue to grow. The state
demographer is projecting by 2040 the Southwest Weld County population center could
approach 250,000. The age of the population is shifting in Weld County, as it is nationwide with
the aging baby boomers. All these demographic changes impact the kind of services provided,
the manner in which they are provided, and the service levels. It will fall upon Weld County's
elected officials and managers to find more creative and innovative solutions to better use the
limited resources of the county to maximize delivery of services to the more diverse citizenry of
Weld County.
Ti IPACTTN"
Changing Economy
NTY
The end of the Great Recession which began in 2008 has officially been declared, yet the nation
continues to experience slow economic growth. Employment is showing year -over -year gains,
jobless claims are generally declining, incomes are rising modestly, and GDP numbers point to
sustained economic growth. For many in America, however, it still feels very much like the
country is rooted in economic uncertainty. The euro zone crisis continues to instill fear in U.S.
markets. The nation is adding jobs month -over -month on a slow trajectory of growth. Measure
of wealth, including home values and investments, have only recently begun to show
encouraging signs of sustainable improvement.
Weighing on the minds of many Americans, especially business leaders, is the uncertainty of
the fiscal policies of Congress and the Obama Administration. Congress continues to fail to act
in resolving the federal deficit, federal spending cuts, and tax issues. Many businesses are
hesitant to hire or make business investments decisions until fiscal policy and the general
political environment become more stable and predictable. The federal budget cuts will
eventually impact Weld County programs.
Looking forward the economy is growing at a "reasonable" rate, yet less than pre -2008 rates.
The trouble with growing at a "reasonable" rate is that the job market is still well below where it
would be if the economy was working at its potential. Too many people are unemployed or
underemployed. From the macroeconomic perspective, this means inefficiency. From the
microeconomic perspective, this means many families are struggling. Much of the problem
stems from the fact the economy fell so far. It will take time for the economy to return to
"normal", as we knew it prior to the credit crisis, housing bubble, and Great Recession.
Weld County has many positives going for it in these uncertain financial and economic times to
deal with the challenges we will face, such as no long term debt, a healthy fund balance, energy
development boom, and a diversified local economy and tax base. Weld County is in excellent
financial condition compared to most other local governments because for many years Weld
County has been fiscally conservative in its approach to budgeting and funding its services and
capital programs.
With challenging economic conditions being faced probably for the next few years, Weld County
managers are going to have to continue to find ways to reduce costs and increase program
productivity. Weld County government's trend of being more creative and innovative to make
better use of resources --human, financial, and technological-- must continue. It is only through
improved practices and approaches that services are maintained and public confidence in
government is enhanced. Weld County's budget strategy for the next five years must continue
to use the proven methodologies which have allowed the county to successfully deal with past
budgets. Looking at future strategic approaches must continue as Weld County is challenged by
these new economic times.
TRENDS IMPACTING WELD C • TNT
innovation and Technology
What is occurring in the world around us is that the pace of change in our world is accelerating
exponentially. This dynamic is challenging all of us as individuals and as organizations, and shows
no sign of abating. In fact, the pace of change underway now in our world continues to intensify.
Fueled by technological advances, we are quickly changing and reshaping all aspects of our lives
from how we live and work to how we share information and communicate. These technological
advances in many ways are fundamentally changing the public's expectations of and relationship to
their government.
Weld County must continue to achieve operational efficiency through continuous efforts to improve
and innovate, thereby maximizing value for taxpayers. By continuously working to improve the
quality, efficiency, and cost effectiveness of its services, county staff will maximize value for
taxpayers and increase the ability to meet emerging public needs while living within our financial
resources. Weld County must continue to draw on the expertise of its workforce to take advantage
of new ideas and tools to improve service delivery and operational efficiency.
Managers at the county are expected to create and maintain a workplace that supports a culture of
continuous improvement and innovation. This can be achieved through employee suggestions,
open communication, training, and innovation and technology projects, among other opportunities.
In an era of rapid change, the need for knowledgeable, active, and engaged employees will be
greater than ever. The county must continue to attract and sustain a highly qualified workforce that
is responsive to the needs of the community now and in the future.
The county must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The county must be continually focused on providing
superior information services to support the multitude of county services and programs we offer.
The county's goal is to provide a reliable, integrated information services environment that meets
not only today's needs for communication and business efficiency, but positions the county to
leverage new technology innovations and best practices for business transformation and improved
service delivery in the future.
Departments throughout Weld County government need to find ways to deploy new technology
tools to expand employees' flexibility, allowing them to become more productive and better serve
our customers in the community. This means changing the way we design county services by
continually looking for more opportunities to streamline operations and by addressing public needs
in innovative, comprehensive ways. It may mean we have to change how we communicate with the
public we serve by expanding the services and information the public can find online and through
the social media.
TRENDS IMPACTING WELD COU1
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with
the direct impact of the oil and gas development, and accommodating the future growth in the
county, is in the long-term investment in the road and bridge infrastructure. Growth in the
county has put an ever increasing demand on the county's infrastructure. The growth has
increased the use of county roads and created congestion on several county roadways that
need to be mitigated. Although the county has made tremendous progress the last twenty-
five years in improving the overall condition of county roads and bridges, the growth is adding
a whole set of new problems. The character of many county roads in the Greeley -Windsor
area and Southwest part of the county have changed from rural roads to urbanized roads due
to the traffic volume demanding a higher capacity and level of service.
In recent years funds have been added to the Public Works budget to deal with the Haul
Route Program (HARP) to accommodate the energy development impacts. The Weld County
2035 Transportation Plan summarizes existing transportation conditions and recommends
policy, funding and roadway development for Weld County through the 2035 planning
horizon. The transportation plan takes the condition of the current transportation system and
uses county land use forecasts and regional travel demand models to outline a plan that will
develop and maintain a safe and efficient roadway network in Weld County long-term. The
plan strives to improve the movement of people and goods to all Weld County communities
by enhancing regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over
$400 million. When the plan is broken down into ten year time increments, the short-term
(2011-2016) amount is $39.8 million, mid -range (2016-2025) $178 million, and long-range
(2026-2035) $186.4 million. Prior to last year many of the projects in the Weld County 2035
Transportation Plan were unfunded in the budget projections for future years. This changed
with the Strategic Investment Plan for the Future of Weld County. In approaching the funding
requirement it will require approximately another net $7.5 million going into the Public Works
Fund from property taxes raising the property tax level to $16.5 million from 201/forward.
The additional property tax investment in the transportation system together with the
anticipated federal mineral leasing dollars, and severance tax from energy development, and
transportation impact fees will add many of the necessary resources to fund the Weld County
2035 Transportation Plan. Besides these resources, the funds will also help provide matching
funds to leverage grants from the Energy Impact Assistance program and NFRMPO and
UFRMPO to fund projects in the Weld County 2035 Transportation Plan.
TRENDS IMPACT I G WELD CUNT
County Government Financial Trends
Commitment to the discipline of fiscal stability has enabled Weld County to remain solvent
and responsive in an uncertain economic environment and provide the services the public
needs and expects. Adherence to conservative and prudent fiscal management practices
have enabled the county to maintain balanced budgets and stable reserves, implement
proactive strategies to manage county programs, avoid debt entirely through cash financing
of capital projects and provide core services to residents. The county's financial discipline
has enabled us to embrace the changes that are reshaping all aspects of our lives — from
how we live and work to how we share information and communicate — in many ways
fundamentally changing the public's expectations of and relationship with government.
The county will face budgetary challenges over the next few years that will involve rising
costs, particu-larly if inflation returns as the Federal Reserve discontinues its economic
stimulus via low interest rates, and the reality of decreasing federal revenues in the future.
The county's budget must continue to reflect a multi -year strategic approach to managing
county resources within the ongoing challenging economic environment. The primary goals
of this strategy are to preserve core services, maintain the commitment to the county's
capital program, and accommodate the impacts of the energy boom in Weld County. The
county has been able to accomplish these ob-jectives while adhering to its fund balance and
re -serves policy that specifies that a large contingency fluctuation reserve be maintained as
a buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost struc-ture using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability of the county.
A significant measure of Weld County's commitment to providing residents with quality
services will be how well essential infrastructure is maintained and renewed. The county will
continue to be a responsible steward of public assets. A five-year Public Works Capital
Improvement Plan will continue to be updated annually and will ensure a fair and
reasonable determination of project priorities in accordance with the county's overall
transportation needs, especially in dealing with the impact of energy development in the
county. A similar, annual five-year Capital Improvement Program will be used to assess the
condition of all facilities and to plan necessary repair and maintenance, as well as fund new
facilities needed, such as an expanded correctional facility. Included in the capital plan will
be funding to upgrade and replace the county's critical public safety communication
infrastructure and systems. The county will continue to use a proactive approach to maintain
the physical environment, modernize and replace aging facilities and equipment, and
maximize the public return on investments.
Wed County's Stmr~ ths, Weaknesses, Opportunities
nd Challenges dentifIed
STRENGTHS
• Fiscally responsible and
constrained
• Visionary and proactive
•
•
Growing emphasis on strategic
management and planning
Provide good and effective
services to citizens
• Committed to being responsive
government
• Responsible and accountable to
the citizens
• Quality of life
• Coordinated efforts inside and
outside the county
• Oil and gas Development
WEAKNESSES
♦ Rapid urban growth changing service
needs
♦ Enhanced communication with public
Growing transportation and
infrastructure needs
Geographic diversity of county
Growing demand for services
Economic slow growth has driven
demands for services
INeld Co: toss Strengths, Weaknesses, ort tua iii j e5�
and Cha _ g s dentifie
OPP0RTUNITES
• Oil and gas development
♦ Attractive area for new growth
• Poised to promote economic
development
• Great workforce
• Regional cooperation
and coordinated efforts
♦ Using technology to provide
service improvement
♦ Located on the northern edge of
Denver metropolitan area
♦ Business friendly environment
• Proximity to three major
universities
CHALLENGES
• Oil and gas development
♦ New economy
• Volatility price and production of
oil and gas
♦ Increase demand for infrastructure
and services
♦ Demographic changes
♦
•
Urbanization
State and Federal budget cut and
mandates
• Balance citizen expectations
with limited resources
• State and Federal environment
policies
♦ Deployment of technology
sTRA
AREA JP
VITAIRVIEW
ANTS
The following pages provide an overview of each strategic area
plans, including the mission statement for each strategic area,
the goals and desired outcomes, strategies to achieve the goals,
and performance objective/key performance indicators. The
strategic area are:
*Public Safety
•Health Services
*Transportation
*Economic Development
•Land Use and Planning Services
*Enabling Strategies: Financial and Operational Support
STRATEGIC AREA:
PUBLIC SAFETY
35
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
o Goal PSPSB1: Protect the well being of the citizens of Weld County.
o Goal PSPSB2: Establish and maintain meaningful communication with the
citizens of Weld County.
• Mission Statement: To provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSB 1: To accept and lawfully hold prisoners in a safe, humane, and
wholesome environment that returns people to the community better, or no worse,
than when they arrive.
o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a
range of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
36
o Goal PS 1: To answer 100% of 911 calls within 15 seconds.
• Mission Statement: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS2-1 Perform all death investigation in a timely manner
o Goal PS2-2: To provide for a safe work environment
o Goal PS2-3: Enhance professionalism and promote department excellence.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Community Corrections)
o Goal PS -3: Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
• Mission Statement: To coordinate emergency preparedness planning in Weld County.
(Office of Emergency Management)
o Goal PS -4: Reduce the risk and mitigate the impact to communities and citizens
due to all hazard incidents.
37
STRATEGIC AREA:
HUMAN SERVICES
38
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Public Health and Environment)
o Goal HHS1: To continuously strengthen services and support innovation that
leads to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management
approaches across the Department of Human Services.
o Goal HHS3: Establish a systematic structure to effectively communicate inside
and outside of the Department of Human Services.
o Goal HHS4: To prepare for the future by identifying appropriate actions to
external threats that may impact the Department of Human Services.
o Goal HHS5: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal ITFIS6: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
39
STRATEGIC AREA:
HEALTH SERVICES
40
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the
health and environment of the residents of Weld County. (Department of Public Health
and Environment)
o Goal HSl: To improve the health of our diverse communities by assuring
individuals, families, and communities gain greater control of factors that
influence their health.
o Goal HS2: To lessen adverse public health impacts of disease through preventive
measures.
o Goal HS3: To enhance our organization's effectiveness by continually
monitoring our performance and evaluating our programs.
41
STRATEGIC AREA:
TRANSPORTATION
42
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Administration)
o Goal TPW1: Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings and other facilities for the safe and efficient use by the citizens of Weld
County and others. (Public Works Mining)
o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Bridge)
o Goal TPW3: To repair and replace bridges, construct capital improvement
projects, assist with snow removal on road system and county parking lots, install
and replace culverts and cattle guards and perform tree removal/trimming in
county right of ways.
• Mission Statement: To designs, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Grader)
o Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Trucking)
o Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt)
roads and asphalt road construction and overlay projects. Clear paved roads of
snow and ice.
43
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Weld County Maintenance Support)
o Goal TPW6: Assure safe travel for the general public by maintaining clearly
marked and signed roads and bridges; assist in plowing of snow from county
parking lots and roads; install and maintain snow fence in selected areas of the
county.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others.
o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb
and gutter, seal coat, aggregate, and other contracted services as assigned.
(Pavement Management)
o Goal TPW8: Provide engineering services including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing. (Engineering)
o Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious
weed control) on County property and assist land owners with compliance with
the law through public education and assistance. (Pest and Weed)
44
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
45
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area
residents. Focus on facilitating and attracting investment, creating new job opportunities,
stimulating income growth and expanding the local community tax base.
o Goal EDl: Encourage the expansion of existing businesses and the location of
new industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development
efforts that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest
Weld County.
46
STRATEGIC AREA:
LAND USE
47
STRATEGIC AREA: LAND USE
• Mission Statement: To work with the citizens of the County, the board of County
Commissioners, and the Planning Commission to plan for the future development of
Weld County in a manner that protects and enhances the quality of life for its citizens
o Goal LU1: Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, the County Planning Commission,
and the County Commissioners, providing information about land use issues and
responding to requests for research.
o Goal LU2: Plan for the long-term development of the County to ensure efficiency
of services, to promote economical infrastructure investments, and to promote
positive connections to community among citizens.
o Goal LU3: Develop and maintain fundamental land use tools, for use by the
Planning Services Department, the County at large, and Weld County citizens.
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our
greater community, so that quality of life and property values are maintained for County
residents, businesses and property owners through a coordinated and cooperative
planning process. (Current Planning Development Services)
o Goal LU4: Provide consistent, quality, well planned rural and urban planning and
development, and transportation development services.
• Mission Statement: To ensure Weld County citizens are provided professional, friendly
and quality customer service. To safeguard life, health, property and public welfare by
regulating the construction, use and occupancy of buildings by fairly and uniformly
administering and enforcing the Building Codes as adopted by Weld County. (Building
Inspection)
o Goal LU5: Ensure safe construction throughout unincorporated Weld County.
o Goal LU6: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal LU7: Maintain quality, professional and timely site inspections.
48
STRATEGIC AREA:
ENABLING STRATEGIES
49
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater
information access and exchange between the County Commissioners and the
citizens of Weld County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent
records which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the
recording, indexing, imaging and electronic archiving. To be accountable and
responsible to the public's needs. Ensure that the citizens receive professional,
timely and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Vote Center voting, Mail -In Ballots, Early voting or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Vote Center that is organized, safe and free of
influence. Maintain a staff of highly -trained professionals who have the
responsibility for the administration of the election office and all duties charged to
the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Ensure that the citizens receive professional,
timely and quality service at all times. (Clerk & Recorder - Motor Vehicle)
o Goal ES8: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
50
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
o Goal ES10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES 11: Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES12: Ensure the financial accounting of County funds is accurate
(Accounting)
o Goal ES13: Ensure the timely acquisition of "best value" goods and services
while maintaining integrity and inclusion (Purchasing)
o Goal ES14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Information Services & GIS)
o Goal ES16: Capitalize on technology to improve service, increase efficiency and
provide greater information access and exchange.
o Goal ES17: Deliver timely, high quality, and cost-effective printing and supply
services to County departments (Printing & Supply)
• Mission Statement: To provide phone services expertise and resources to support and
facilitate excellent public service delivery. (Phone Services)
o Goal ES18: Capitalize on phone technology to improve service, increase
efficiency and provide greater phone access and exchange.
o Goal ES19: To provide quality, sufficient, and well -maintained county vehicles
to county departments. (Motor Pool)
51
52
2014
BUDGET PLAN
As Weld County looks to 2014 and beyond, a number of challenges face the Board of County
Commissioners, other elected officials, and staff to meet the ever changing and growing
demands of county citizens to maintain the quality of service the citizens have grown to expect
from their county government. The county is experiencing the biggest oil and gas boom in its
history. The additional production of oil and gas is resulting in significant increases in the
county's assessed value with the oil and gas production exceeding fifty -percent of the county's
total assessed valuation. Because of the volatility of production levels and price fluctuations of
the oil and gas production, the county must prudently manage the increased property tax base
created by the energy development. In February, 2012, staff developed and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the
Board of Weld County Commissioners an analysis of the optional uses of the projected property
tax revenues from the new oil and gas development in Weld County. The option selected was to
develop a long term strategy of investment in the county's infrastructure, technology and
innovation, staff training and development, economic development for diversification of the local
economy, and to establish a fluctuation reserve to deal with the volatility of the peaks and
valleys in energy prices and production. If the projected energy production figures materialize
eventually even with the long term investment strategy with the Weld County Home Rule
Charter 5 % property tax limitation and TABOR limitation lower property tax rates will result for
all taxpayers in Weld County.
A long-term strategy of investment in the county's infrastructure, technology and innovation,
staff training and development, and economic development for diversification of the local
economy can all have a demonstrable long-term payoff. A good county transportation system
facilitates the movement of goods and services. Investment in innovation and technology will lay
the foundation for new and more efficient governmental services being provided by Weld
County government. Staff development ensures that the county's employees have the skills
required to provide the very best service possible to the citizens of Weld County. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the county and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Weld County has to
focus on investing rather than spending in order to ensure long-term economic prosperity, not
only while the energy boom is happening, but also when it eventually ends.
The Strategic Investment Plan for the Future of Weld County is a continuation of Weld County's
historical discipline of fiscal stability. Commitment to the discipline of fiscal stability has enabled
Weld County to remain solvent and responsive in an uncertain economic environment and
provide the services the public needs and expects. Adherence to conservative and prudent
fiscal management practices have enabled the county to maintain balanced budgets and stable
reserves, implement proactive strategies to manage county programs, avoid debt entirely
through cash financing of capital projects and provide core services to residents. This financial
discipline has enabled the County to embrace the changes that are reshaping all aspects of our
lives — from how we live and work to how we share information and communicate, and in many
ways fundamentally changing the public's expectations of, and relationship with, government.
The County will face budgetary challenges over the next few years that will involve rising costs,
particularly if inflation returns as the Federal Reserve discontinues its economic stimulus via low
53
interest rates, and the reality of decreasing federal revenues in the future. The County's budget
must continue to reflect a multi -year strategic approach to managing county resources within the
ongoing challenging economic environment. The primary goals of this strategy are to preserve
core services, maintain the commitment to the County's capital program, and accommodate the
impacts of the energy boom in Weld County. The County has been able to accomplish these
objectives while adhering to its fund balance and reserve policy that specifies that a large
contingency fluctuation reserve be maintained as a buffer for unexpected fiscal events and the
fluctuation of oil and gas assessed values. The county's proactive management of its cost struc-
ture using this multi -faceted approach is assurance of its commitment to maintaining fiscal
health and stability of the county.
A significant measure of Weld County's commitment to providing residents with quality services
will be how well essential infrastructure is maintained and renewed. The county will continue to
be a responsible steward of public assets. A five-year Public Works Capital Improvement Plan
will continue to be updated annually and will ensure a fair and reasonable determination of
project priorities in accordance with the county's overall transportation needs, especially in
dealing with the impact of energy development in the county. A similar, annual five-year Capital
Improvement Program will be used to assess the condition of all facilities and to plan necessary
repair and maintenance, as well as fund new facilities needed, such as an expanded
correctional facility. Included in the capital plan will be funding to upgrade and replace the
county's critical communication infrastructure and systems. The county will continue to use a
proactive approach to maintain the physical environment, modernize and replace aging facilities
and equipment, and maximize the public return on investments.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve, and innovate, thereby maximizing value for taxpayers. By continuously working to
improve the quality, efficiency and cost effectiveness of its services, county staff will maximize
value for taxpayers and increase the ability to meet emerging public needs while living
within our financial resources. The pace of technological change and innovation in the world
around us is accelerating and Weld County must continue to draw on the expertise of its
workforce to take advantage of new ideas and tools to improve service delivery and operational
efficiency. The county must continue to use the business process analysis effort started in 2013,
as an effective tool to meet the enormous challenges of revenue constraints, increasing
operational costs and growing public demands. The business process analysis is the
fundamental rethinking and redesign of the processes, tools and structures used to operate a
program or service to bring about dramatic improvements in performance. When new tools or
methods are discovered, business process analysis can help capitalize on them to improve
operations and achieve the best results for Weld County residents.
Managers at the county are expected to create and maintain a workplace that supports a culture
of continuous improvement and innovation. This can be achieved through employee
suggestions, open communication, training, and innovation and technology projects, among
other opportunities. In an era of rapid change, the need for knowledgeable, active, and engaged
employees will be greater than ever. The county must continue to attract and sustain a highly
qualified workforce that is responsive to the needs of the community now and in the future.
Building a skilled, and adaptable workforce requires that the county continue to recruit qualified
employees and provide competitive salary and benefit packages. Sustaining such a workforce
includes ongoing training, professional development, and engagement in succession planning.
Employees must be encouraged to become adaptable, take initiative, and keep skills current
through organization -wide initiatives and ongoing departmental efforts.
54
The County must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The county must be continually focused on providing
superior information services to support the multitude of county services and programs we offer.
To keep up with advances in information technology (IT), the county has and will continue to
outsource its IT while maintaining strategic oversight of the technological direction. The county's
goal is to provide a reliable, integrated information services environment that meets not only
today's needs for communication and business efficiency, but positions the county to leverage
new technology innovations and best practices for business transformation and improved
service delivery in the future.
What is occurring in the world around us is that the pace of change in our world is accelerating
exponentially. This dynamic is challenging all of us as individuals and as organizations, and
shows no sign of abating. In fact, the pace of change underway now in our world continues to
intensify. Fueled by technological advances, we are quickly changing and reshaping all aspects
of our lives from how we live and work to how we share information and communicate. These
technological advances in many ways are fundamentally changing the public's expectations of
and relationship to their government.
Beside technological changes, we can anticipate that as the federal government deals with
deficit spending issues there will be significant programmatic and spending changes as a result
of decisions made in Washington. These could require counties to profoundly change not just
how to provide services, but what services can or, in some cases, must be provided. In addition
to adjusting to new roles and responsibilities, we must also take advantage of opportunities to
improve how and where to serve the public. Departments throughout Weld County government
need to find ways to deploy new technology tools to expand employees' flexibility, allowing them
to become more productive and better serve our customers in the community. This means
changing the way we design county services by continually looking for more opportunities to
streamline operations and addressing public needs in innovative, comprehensive ways. It may
mean we have to change how we communicate with the public we serve by expanding the
services and information the public can find online and through the social media.
Therefore, if one is to sum up the 2014 Budget Plan in only two words, those words would be
"Embrace Change". Weld County must plan on rising to the challenges that change presents,
embracing opportunities it offers and continuously examining how we can change as an
organization to better provide the services the public needs and expects.
Change will be the constant as we face 2014 and the future. However, one aspect that will not
change is our commitment to fiscal discipline. Even with the added property tax resources from
oil and gas, we must continue to be good stewards of the taxpayers' money. We must continue
to deliver cost effective and efficient county services, maintain prudent reserves, and invest in
the future of our infrastructure. We will do this by working to ensure that Weld County
government remains fiscally sound, operationally strong, and able to meet the core needs of
Weld County residents within available resources. We must continue to monitor changing
economic conditions and the uncertainties surrounding key state and federal revenue sources.
For Weld County government our greatest asset is our ability to combine the expertise and
dedication of our employees, the pragmatic approach to solving problems, the strong leadership
of our elected officials and department managers, and our commitment to a culture that
embraces change. With these organizational strengths, we can all be confident that Weld
County government as an organization will meet the challenges of the future.
55
2014
BUDGET STRATEGY
The budget strategy uses proven methodologies of dealing with past budgets and looking at
future strategic approaches. The budget is based upon the following assumptions and
approaches:
➢ No local property tax initiative will be approved by the voters and the 16.804 mill
levy cannot be raised without political fallout in these economic times.
➢ In the 2014 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total
budget.
➢ Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. Local dollars will not
displace federal or state reductions.
➢ Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
➢ Early warning sessions will be held in September addressing budget issues
identified early in the process.
➢ All county departments and offices will receive a set target amount for 2014
before budget preparations begin.
➢ A target of ten percent off the 2013 budget base will be uniformly applied to
all budget units.
➢ Fringe benefits will be left at the current level of benefit.
➢ No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 2013 level in the Final Budget
process. Any Department Head or Elected Official justifying to the Board a
higher salary for a class unique to that department or office should include the
additional salary within the assigned target budget amount.
➢ Any 2014 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
➢ There will not be any recommended increases in staff in the recommended
budget to the Board. Increased workload will be absorbed by existing personnel
wherever possible through increased productivity.
➢ Outside agencies will be treated like county departments, since most provide
contractual services.
56
➢ New or expanded mandates will be absorbed within the 2014 target amount by
all budget units.
➢ Additional program options outside the overall budget plan will be proposed for
Board consideration. Staff will explore the options as directed by the Board, and
these options will be topics of discussion at the public work sessions and
hearings.
➢ Self supporting budgets will float at the 2013 funding levels.
➢ A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
➢ All vacant positions in 2014 will follow the "sunset review" process to determine if
the position needs to be filled.
➢ Resources for new activities will come from increased productivity and
termination of existing activities wherever possible. No new non -mandated
programs will be proposed without proportionate cutbacks in other programs.
➢ All user and service fees will be examined and recommendations made for
increases or other adjustments to match the cost of providing such services.
➢ As 2014 budget requests accommodate or are integrated with long term program
strategies, they will be highlighted.
The budget strategy will permit Weld County to cope with the new fiscal and program
challenges faced in 2014, while accomplishing a balanced budget. The 2014 budget must be
structured to attempt, within available funds, to ensure that:
➢ Basic services are funded at adequate levels.
➢ Revenue has been estimated at realistic levels.
➢ Reserves that afford protection for the future are funded.
➢ Productivity improvement programs are continued.
➢ Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
➢ TABOR Amendment limits will be adhered to in the budget.
➢ Legislative and regulatory changes are accommodated.
➢ GIS, e -government, web based applications and other technologies are
employed in cost effective manners in the county.
➢ Population growth and development is planned for and accommodated.
57
➢ New initiatives associated with the human capital management strategies are
accommodated.
➢ Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
58
2014
BUDGET CALENDAR
March 19 Board reviews the 2014 budget plan.
April 29 - May 3 Director of Budget discusses target budgets and 2014 budget
plan with department heads and elected officials.
June 14
June 14
June 14
June 14
June 14
June 14
July 5
Elected officials and department heads submit applications
for the technology and innovation investment program
projects to Finance.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit phone service
requests to Phone Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
Elected officials and department heads submit requests for
information services requests to ACS.
Elected officials and department heads submit requests for
vehicles to the Controller.
Submit budget request to Director of Budget.
July 5 - September 16 Finance office review.
September 17 Early warning budget work session and community agency
requests.
September 17 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 22 and 24 Budget work session hearings with Commissioners and
elected officials and department heads.
November 8 Publish notice of final budget hearing.
October 25 - December 10 Prepare final budget.
December 11 Public Hearing to adopt mill levy.
December 11 Public Hearing on Final Budget, 9:00 a.m.
59
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers
tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's
budgeting process is to produce a "user friendly" document, designed to enhance policy
makers', managers', and citizens' understanding of major issues, resource choices, and impact
of the total budget. The budget is not only a financial plan, but a policy document, operational
guide, and communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile
section, and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services,
surveys, town meetings, citizen input, and various forms of input from citizen advisory boards.
Based upon the community assessments, policy formulation is done by analyzing community
needs, developing county -wide goals, assessing prior year program performance, reviewing
policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is
the creation of a capital improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess
their programs, explore alternatives, design and define existing and new programs, develop
program objectives, and relate present operations to the programs planned. The budget is then
based upon the program, performance, and periodic program review. This process allows for
the allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
60
The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining
months of planning, analysis, program and policy review, and constant monitoring. The adopted
budget asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments
and offices, and teamwork.
The following two pages show the process graphically.
61
(Overview of Budget and Management System)
62
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
Program Analysis
Review Program
Performance:
Examine and Evaluate
Alternatives •
Service
Delivery
A aIyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish ` soa l
Polcry`:;: •
Allocate .Resources'.
Program: Area
Develop; Mulfix`etii
Projections
Schedule Action
,63"122
(Hierarchy of Budget Information)
63
HIERARCHY OF BUDGET INFORMATION
BOARD OF COUNTY
COMMISSIONERS
STRATEGIC
OBJECTIVES
Budget Policies
Budget Process
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Depai tuient Objectives
Significant Changes
DEPARTMENT BUDGET UNITS
P V
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
4. Aggressively analyze major revenue sources.
5. Eliminate procedures which were not fully utilized in the decision making process
of the budget.
6. Identify optional programs and service levels which may be reduced if necessary.
7. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
8. Utilize the target budget approach.
9. Continue a strategic planning process.
64
2014 GUIDELINES
➢ There will be no recommended increases in personnel in the recommended budget to
the Board. Increased workload should be absorbed by existing personnel wherever
possible through increased productivity.
➢ Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. Any new programs or
expansion of existing programs will be highlighted as a policy issue for the Board.
➢ All newly mandated program costs should be clearly identified for the Board.
➢ Unless a change is legally mandated, the county's share of partnership programs should
not be increased, the share should be decreased wherever possible.
➢ Methods to maximize manpower avoidance or substitution should be encouraged by all
departments through automation, productivity improvements, or cost cutting strategies.
➢ Capital outlay expenses for equipment should only be recommended when the need has
been fully justified, the useful life of equipment cannot be extended, and it has been
determined that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Motor Pool Contract Administrator for consideration in the budget
process.
➢ Budgets are to be prepared on a program basis with submission in a program format, as
well as in the normal line item format like 2013's budget presentation.
➢ Salaries should be budgeted at the 2013 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
➢ All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
➢ Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
➢ Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in November. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will
be substantially restricted. Ranking forms will begin at 90% of target, and must be
completed by each department.
65
➢ In reviewing the 2014 budget request, The Director of Budget will develop preliminary
recommendations to the Board of County Commissioners. The Director of Budget will
ask the same basic questions that, hopefully, each of the departments asked regarding
the evaluation of their program activities. These questions concern need and purpose,
objectives, departmental priorities and rank, achievements and benefits expected,
means, if any for measuring results, consequences of not implementing the request,
impact on other agencies or departments, alternative approaches or service level,
resources required, means of financing, and whether or not all cost cutting and revenue
generating strategies have been applied.
➢ Unless a significant organizational change has occurred, upgrades of specific positions
that were requested but denied in the last two years will not be reconsidered in the 2014
budget process.
➢ Use the following budget population data for performance measures:
YEAR POPULATION
2012 (Actual) 266,140
2013 (Estimated) 270,600
2014 (Projected) 275,300
➢ Interns: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
66
2014
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2014 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 5, 2013.
2. All departments are requested to submit, on or before June 14, 2013, the following items
that will be part of your 2014 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in
the Budget Manual, to allow Personnel to assess the need.
C. Phone Service Requests for phone changes in 2014. Unplanned
moves will only be done if absorbed in the 2014 budget.
D. Information Services requests for computer hardware, software,
system upgrades or system study.
E. New or replacement vehicle requests to the Controller for
inclusion in the Motor Pool budget.
F. Applications for the technology and innovation investment
program projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2013 level. Any anticipated increase
over 2013 level must be absorbed in target amount.
4. For budgetary purposes, please use the 54.50 per mile reimbursement rate in
developing your 2014 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Motor Vehicle IGA rates should be ascertained from the Controller for budget purposes.
This is necessary because of the varying rates for unique kinds of vehicles, such as
ambulances, patrol cars, etc. Fuel costs should be budgeted as follows: unleaded
$3.25/gallon, diesel $3.50/gallon, and E85 $3.25/gallon.
7. Any new or replacement vehicles should be discussed with the Controller and a Vehicle
Request Form completed. Vehicles being replaced must be identified on the Vehicle
Request Form and will be turned in when the replacement arrives in 2014.
8. Postage costs are anticipated to be 460 in 2014.
67
9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Budget in order to coordinate the overall target
amounts.
10. Any amount in excess of the 90% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing
each account with total comparison to 2014. See Director of Budget for exact format.
12. Any 2014 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the
target amount. Unless there has been a significant organizational change,
reclassification requests made in the last two years and denied by the Board will NOT be
reconsidered in the 2014 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards
should be implemented at the point of sale for the specific service being offered. If credit
card services for payment are an option, discuss with the Director of Budget, the manner
in which the credit card service fee can be recovered or absorbed in the fee structure in
compliance with all legal and credit card service provider requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation, please do not
hesitate to contact the Director of Budget at extension 4218 to answer questions, or to get
approval for variation to the normal procedures outlined in the special instructions.
68
2014
PROGRAM ISSUES
➢ Continue implementation of the Strategic Investment Plan for the Future of Weld County
➢ Fund innovation and technology projects identified
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
➢ Implement recommendations from the Technology Assessment Study
➢ Add 7.5 positions to the information technology contract with ACS to deal with the
workload of information technology projects
➢ Implement a countywide training program with a Trainer position in Human Resources
➢ Add two additional Planning positions to accommodate new development
➢ Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs
➢ Begin construction of Phases I and II of three phases of WCR 49 improvements
➢ Continue to fund a Haul Route Program (HARP) to improve county roads impacted by
the energy industry due to new oil and gas drilling exploration
➢ Fund current and past administrative costs of the Weld County Retirement Plan
➢ Implement a criminal justice planning function in the county
➢ The Weld County Regional Communications Center (WCRCC) will move to a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, including City of Greeley Police and Fire.
➢ Add seven positions in the North Jail to open up 54 additional inmate beds
➢ Add a Pre -Trial Specialists to accommodate HB 13-1236 changes to jail bonding criteria
➢ Implement a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
➢ Staff the Southwest Weld Health Clinic to operate on a full-time basis
➢ Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
➢ Participate in the Title IV -E (Foster Care and Adoption Assistance Entitlement Grant)
waiver project
69
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
➢ Continue implementation of the Strategic Investment Plan for the Future of Weld County
➢ Fund innovation and technology projects identified
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
➢ Implement recommendations from the Technology Assessment Study
➢ Add 7.5 positions to the information technology contract with ACS to deal with the
workload of information technology projects
➢ Implement the fifth year of new strategic planning process
➢ Implement a countywide training program with a Trainer position in Human Resources
➢ Implement a criminal justice planning function in the county
➢ Implement a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
➢ Add a Pre -Trial Specialists to accommodate HB 13-1236 changes to jail bonding criteria
➢ Add seven positions in the North Jail to open up 54 additional inmate beds
➢ The Weld County Regional Communications Center (WCRCC) will move to a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, including City of Greeley Police and Fire
➢ Participate in the Title IV -E (Foster Care and Adoption Assistance Entitlement Grant)
waiver project
➢ Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
➢ Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs
➢ Add two additional Planning positions to accommodate new development
➢ Implement a small business development incentive program
➢ Continue to fund a Haul Route Program (HARP) to improve county roads impacted by
the energy industry due to new oil and gas drilling exploration
> Begin construction of Phases I and II of three phases of WCR 49 improvements
> Fund current and past administrative costs of the Weld County Retirement Plan
70
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2014 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget
Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance
data for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing
board and public reader:
•
•
•
•
•
NOTE:
Department Description
Resources
Summary of Changes
Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
Workload Measures
Staff Recommendations
In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments
are consistent with the policies determined and set by the Board
of County Commissioners.
71
LONG RANGE
FINANCIAL POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures
cannot exceed available resources. No debt financing of the operational budget is permitted.
Weld County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners has adopted countywide
strategic goals. The recommended budget shall, to the extent possible, based upon available
resources, be consistent with the goals and objectives of the county's strategic goals. The
process shall involve identifying several critical areas which have or are expected to have an
impact on the financial condition of the county over the next five years. Once the critical issues
are identified, specific goals and objectives will be developed along with an implementation plan
by impacted departments.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance
and Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year
and long-term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long
range depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and
indirect costs, where the user of the goods or services has the ability to pay. All fees will be
reviewed periodically to insure that they are still appropriate. Fees will be available for the
public and adopted by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will
be to fund assets or other non -recurring expenditures, or to put the one-time revenues in a
reserve fund.
72
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay
cash for major projects rather than borrowing. Any existing debt will be retired at the earliest
possible time during the life of the debt unless circumstances change significantly. Weld
County's debt level per Weld County's Home Rule Charter and state law cannot exceed three
percent of the current assessed value of the county. The current debt capacity is over $210
million. Debt under the debt limit includes all financial obligations over one year in duration, e.g.
general obligation bonds, revenue bonds, certificates of participation, notes, lease purchase
agreements, letters of credit, revenue warrants, long term lease obligations, or any other
multiple -fiscal year direct or indirect debt or other financial obligation. Obligations for pension
plans are excluded under Colorado state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of a contingent reserve, plus adequate fund balances for cash flow, to protect against the need
to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or
unpredicted one-time expenditures. See fund balance policy in the policy section of the Budget
Message for more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be
maintained by the Finance Department to ensure accountability and adherence to the budget by
restricting the expenditure of funds above the amount appropriated for the spending agency.
Monthly financial reports will be available on-line through the accounting system for elected
officials and department heads, detailing the progress towards budget compliance. These
reports will, at a minimum, compare the current budget and year-to-year revenues and
expenditures by department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
Strategic Investment Plan for the Future of Weld County: Due to the anticipated oil and gas
boom in Weld County from development of the Niobrara formation Weld County property tax
revenue will increase. As a result in February, 2012, staff developed and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
A long-term strategy of investment in the county's infrastructure, technology and innovation,
staff training and development, and economic development for diversification of the local
economy can all have a demonstrable long-term payoff. A good county transportation system
facilitates the movement of goods and services. Investment in innovation and technology will lay
the foundation for new and more efficient governmental services being provided by Weld
County government. Staff development ensures that the county's employees have the skills
required to provide the very best service possible to the citizens of Weld County. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the county and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Weld County has to
focus on investing rather than spending in order to ensure long-term economic prosperity not
only while the energy boom is happening, but also when it eventually ends.
73
REVENUE POLICIES
AND ASSUMPTIONS
The following
budget.
revenue policies and assumptions have been used in the preparation of the 2014
Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
2. Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
3. The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue
source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A.
B.
C.
D.
Fee policies applicable to each activity.
Related cost of the service provided.
The impact of inflation in the provision of services.
Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated.
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose
of providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a recovering local economy similar to 2013 with some recovery of
residential development. Assume interest rates averaging 1.25 percent
throughout 2014.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11. Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
74
SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. Although little increase in assessed value growth is
anticipated due to the lack of construction activity, the assessed value is anticipated grow
significantly due to increased energy prices and new exploration in Weld County. Oil and gas
values accounts for over half percent of the county's assessed valuation. As we plan for 2014
and beyond we are assuming that the price of oil will stay in the $80-$100 per barrel range.
Natural gas prices have been very volatile the last two years as more supply comes onto the
market, exceeding growth in demand. Excitement related to exploration of the Niobrara shale
formation in northern Weld County remains high, driving several significant job -creating projects
in Weld County and more energy production that will add to the county's assessed valuation in
future years. Oil and gas assessed value for the 2014 budget is up $XXX million or XX percent.
Overall assessed values are up XX percent.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be up in
2014 due to increasing vehicle sales as the economy recovers and the new vehicles figure into
the five year sliding fee schedule.
Building Inspection and Planning Permits: Some recovery of construction is beginning to be
seen. Despite the low activity in residential building in the unincorporated part of the County
some factors pointing towards an uptick in activity as rental vacancy rates are low and housing
listing inventories are low. The investment in the oil and gas infrastructure is anticipated to
continue for the next few years. The combination of all activities point to higher inspection and
permit fee revenues in 2014 and beyond.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency. At the federal level the focus is on deficit reduction through
spending cuts. Some deficit reductions occurred automatically in 2013 with the federal
sequestration to ensure $1.2 trillion in deficit reductions over the next ten years. We can
anticipate moderation in non -defense discretionary spending and some spending cuts in
entitlements. Spending and revenue imbalances at the state and federal levels will most likely
result in lower or at best slower growth in intergovernmental revenues for the county in the
future.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
75
Drunken Driving Fines: Based on $30 per offender at anticipated level of 1,080 with two
percent waiver rate.
Earning on Investments: Interest revenue is calculated on the average earnings rate of 1.25
percent times the estimated average daily cash balances. Based upon Federal Reserve
projections interest rates will not change dramatically through 2014.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. Increased energy prices and new exploration on county lease
should result in added revenues in the future.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2012 Indirect Cost Plan approved by
the Department of Health and Human Services that results in federal revenue allowable from
grants. Social Services has been charged the full indirect cost allocation amount since July 1,
2012, which results in approximately an additional $1 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and recent legislative
changes. Increased oil and gas recording activity in the county is resulting in higher projected
revenues in this area over the next 2 to 3 years.
Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively
constant.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Vehicle sales are projected to continue to increase as the
economy improves and individuals who have delayed purchases will need to begin to replace
older vehicles.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less
three percent reduction that Weld County has historically experienced. With the passage of
SB09-109, revenues increase over $1.5 million starting in 2010. As fuel prices increase citizens
tend to drive less, thus paying less HUTF tax that is based upon a per gallon tax.
Social Service Revenue: Based on anticipated caseload as discussed under each program
plus state and federal funding formula for each program. The new Child Welfare allocation
formula adopted in 2013 has resulted in the county's allocation going up over $3 million from the
prior formula.
Health Grants: Based upon contracts signed July 1, 2013.
Health Fees: Based upon historical patient/client caseload with 2014 rates applied. With more
and more uninsured patients, utilization continues to increase in county clinic due to
affordability.
Human Resource Grants: Based upon contract funding level as of October 1, 2013.
State Lottery: Funded at the current level, with no anticipated legislative changes.
76
Solid Waste Fees; Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Paramedic Service Fees: Effective May 7, 2012, Weld County transferred the operational and
financial responsibility to NCMC, Inc. and Banner Health. Therefore, this operation's revenue
will not be in future budgets.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated
expenditures in user departments' budgets.
Work Release Inmate Fee: Based upon average of 200 work release inmates per day.
Severance Tax: See policy on severance tax direct distribution in Public Works Non -
Departmental Revenue (Budget Unit 2000-90100).
77
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2010
2011
2012
2013
2014
Property Taxes
$ 96,940,646
$ 78,195,961
$ 89,713,452
$ 107,816,616
$ 117,524,134
Other Taxes
8,030,000
7,613,371
9,934,961
8,310,000
9,450,000
Fees
7,412,000
9,445,288
9,389,307
8,777,422
9,958,250
Intergovernmental
47,121,030
44,888,187
48,878,851
48,851,520
50,095,556
Licenses/Permits
1,860,400
2,093,316
2,968,095
2,866,875
3,450,225
Charges for Services
5,131,355
6,899,382
7,741,896
5,800,931
8,242,560
Internal Services
21,939,772
24,439,880
23,341,642
26,221,780
28,166,292
Paramedic Fees
5,791,647
6,803,592
1,667,980
0
0
Miscellaneous
6,285,729
15,838,807
15,369,437
11,518,124
15,806,774
TOTAL REVENUES
$ 200,512 579
$ 196 217 784
$ 209 005,521
$ 220,163,268
$ 242,693,791
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
O
0
5
120
100
80
60
40
20
0
2008 2009 2010 2011 2012 2013
Property Taxes
Intergovernmental
*"Internal Service
Other Revenue
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations,
which are growth in actual property value, plus cost -of -living. Although little increase in
assessed value growth is anticipated due to the slow recovery in construction activity, the
assessed value is anticipated to grow significantly due to increased energy prices and new
exploration in Weld County. Oil and gas values accounts for over half of the county's assessed
valuation and the changes in commodity prices contributes to the big fluctuations in property
taxes from year to year. Excitement related to exploration of the Niobrara shale formation in
northern Weld County remains high, driving several significant job -creating projects in Weld
County and more energy production that will add to the county's assessed valuation in future
years.
78
Intergovernmental: State and federal revenues have grown little the last five years with state
funded programs impacted by the state budget reductions due to the recovering economy and
the federal budget cuts due to sequestration and deficit reduction measures. In 2010 revenues
dropped 21.6 percent due to lower Human Services funding levels and the relinquishment of
Head Start programs. The drop in 2012 is due to transferring the Supplemental Foods program
to the Weld Food Bank, and the end of the five year Building Healthy Marriages Grant. The
2013 revenue is stable due the increased Child Welfare allocation and the return of State of
Colorado Energy Impact Assistance grants. At the federal level the focus is on deficit reduction
through spending cuts. Some deficit reductions occurred automatically in 2013 with the federal
sequestration to ensure $1.2 trillion in deficit reductions over the next ten years. We can
anticipate moderation in non -defense discretionary spending and some spending cuts in
entitlements as we look forward.
Internal Services: Predictable revenue based on stable usage. Health insurance costs in the
self -insured fund will drive increases in this area over the next five years.
OTHER REVENUE TRENDS
12
10
8
6
4
2
0
2009 2010 2011 2012 2013
Other Taxes
Fees
Licenses Permits
Charge For Srvs
Paramedic Fees
Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
Increase trend is due to new formula for the direct distribution of severance tax to cities and
counties from the state. Severance tax revenues follow the price of oil and gas, since that is
where they are derived.
Fees: Fees have been increased and new fees added. New legislation increased 2011 Clerk
and Recorder fees. Increased oil and gas recording activity in the county is resulting in higher
projected revenues in this area over the next few years. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase as the economy improves.
Planning fees are starting to improve as the economy recovers and some construction activity
returns.
Licenses/Permits: As cited in the Revenue Assumption section earlier, some recovery of
construction is beginning to be seen. Despite the low activity in residential building in the
unincorporated part of the County some factors pointing towards an uptick in activity as rental
vacancy rates are low and housing listing inventories are low. The investment in the oil and gas
infrastructure is anticipated to continue for the next few years. The combination of all activities
point to higher inspection and permit fee revenues in the near future. The trend for the next five
years should be a gradual increase only.
Charges for Services: Revenue is predictable based on contracts for service and
reimbursable projects.
79
Paramedic Fees: Effective May 7, 2012, Weld County transferred the operational and financial
responsibility to NCMC, Inc. and Banner Health. Therefore, this operation's revenue will not be
in future budgets.
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category. Public Works contracts are up due to reimbursable road
projects in 2014. Fines from traffic violations remain down, which follows a national trend. Oil
and gas royalty payments were up substantially the last three years, but should moderate in the
coming five years as bonus amounts drop. The policy decision to charge Social Services the full
amount of indirect costs raised this category over $1 million in 2013, and will continue in future
years.
80
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2015-2019 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $80-$100.
• New production in the Niobrara formation will offset the drop in natural gas prices, and
ultimately lead to higher assessed values long term.
• Intergovernmental revenues will show only moderate annual changes of 2% as non-
defense discretionary spending slows and some cuts in entitlements occur due to
planned federal deficit reductions.
• Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
• Internal Services will be driven primarily by inflation, especially the inflation of health
insurance costs.
• Internal Services revenues are offset by the same expenditure amount.
DESCRIPTION
2015
2016
2017
2018
2019
Property Taxes
$123,300,341
$129,365,358
$135,733,626
$142,420,307
149,441,322
Other Taxes
9,569,000
10,194,570
10,495,907
10,806,284
11,125,973
Fees
10,253,997
10,558,618
10,897,375
11,220,547
11,553,413
Intergovernmental
50,911,949
51,744,970
52,594,979
53,462,341
54,347,432
Licenses/Permits
3,038,552
3,129,528
3,223,234
3,319,751
3,419,164
Charges for Services
8,704,302
8,717,741
9,188,074
9,215,502
9,400,233
Internal Services
30,086,123
32,160,286
34,402,115
36,826,131
39,448,143
Miscellaneous
16,773,393
17,091,980
16,912,594
16,785,294
16,860,142
TOTAL REVENUES
$252.637.657
$ 262 963051
$ 273 447 904
$ 284 056 157
$ 295 595 822
81
Major Revenue Projections
140
120
100
• 80
O
E 60
40
20
0
2014 2015 2016 2017 2018
Property Taxes
- Intergovernmental
—A—Internal Service
- Other Revenue
2015-2019 EXPENDITURE PROJECTIONS
DESCRIPTION
2015
2016
2017
2018
2019
General Government
$34,920,304
$36,225,100
$36,989,990
$38,358,813
39,189,719
Public Safety
53,217,227
54,797,244
56,424,661
58,700,901
60,445,428
Public Works
57,473,064
59,197,256
60,973,173
62,802,369
64,686,440
Public Health and
Welfare
40,314,747
41,116,978
41,935,253
42,769,894
43,621,227
Human Services
8,418,009
8,580,966
8,747,182
8,916,722
9,089,653
Culture and Recreation
725,175
733,861
742,807
752,022
761,513
Internal Services
32,403,623
34,547,311
36,860,750
39,358,525
42,056,509
Capital
8,900,000
9,150,000
8,925,000
8,725,000
8,725,000
Miscellaneous
14,841,205
14,981,062
15,125,069
15,273,340
15,426,009
TOTAL EXPENSES
$251 213 354
$ 259 329 778
$ 266 723 885
$ 275 657 586
$ 284 001 498
82
Assumptions used for the expenditure projections are as follows:
• Inflation is projected at an average 3 percent over the five-year period for all categories,
except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 2 percent
growth for Weld County
• Public Health and Welfare, and Human Services program costs will follow the trend of
the state and federal revenues supporting them. Therefore, the program expenditures
will grow only moderately at 2% annually as non -defense discretionary spending slows
and some cuts in entitlements occur due to planned federal deficit reductions.
• In election years, General Government will increase by approximately $350,000, and
drop by the corresponding amount in off -election years.
• Public safety will experience infusion of funds beyond inflation to fund the additional
costs of opening additional jail beds as the inmate population grows.
• Internal Services will be driven primarily by inflation, especially the inflation of health
insurance costs.
• Internal Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
Major Expenditure Projections
60
50
40
N
C
30
2
20
10
0
2014 2015 2016 2017 2018
General Govt
Public Safety
Public Works
Public Hlth and Welfare
Human Services
Internal Services
=+ Capital
- Miscellaneous
83
2015-2019 FUND BALANCE PROJECTIONS
2015
2016
2017
2018
2019
Begin Fund Balance
$85,593,682
$87,017,985
$90,651,258
$97,375,277
$105,773,848
Total Revenues
$252,637,657
$ 262,963,051
$ 273,447,904
$ 284,056,157
$ 295,595,822
Total Expenses
$251,213,354
$ 259,329,778
$ 266,723,885
$ 275,657,586
$ 284,001,498
Ending Fund Balance
$87,017,985
$90,651,258
$97,375,277
$105,773,848
$117,368,172
Fund Balance Projections
300
250
200
N
C
c 150
100
50
0
2014
2015
2016
2017
2018
ca —Beg Fund Bal
Revenue
—LS—Expense
End Fund Bal
84
POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
Continue revenue maximization policy to support County services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
Reprivatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding early
Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less
productive employees, etc.
Allows board discretion in allocating funds to unfunded programs in
critical service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels
six months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
85
Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined
that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Equipment Service Manager for consideration in the budget
process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
86
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax -supported activities.
General Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety, County
administration and other activities financed from taxes and general revenues are reflected in this
fund. The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public
welfare programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue
received from the State of Colorado to be used for the acquisition, development, and
maintenance of new and existing conservation sites within Weld County. The funds are
derived from the Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Public Health Fund: The Weld County Department of Public Health and Environment
provides health services to County residents. The fund reflects revenue and
expenditures for health care, health education, health monitoring, and other related
activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
87
Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating environmental
problems and for further improvement and development of landfill sites within the
County.
Capital Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition
or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement
projects on County property as required by Section 29-1-301, C.R.S., 1973.
PROPRIETARY FUND TYPES:
Funds that focus on the determination of operating income, changes in net assets (or cost
recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds. Since the 2013 budget Weld County no longer has
any Enterprise Funds with the transfer of the Paramedic Service to the North Colorado Medical
Center, Inc.
Internal Service Funds
Internal Service Funds are established to account for goods and services provided to other
departments of the County on a cost -reimbursement basis.
Motor Vehicle Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The
program is a combination of insured risks and protected self-insurance risks.
Phone Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost -reimbursement basis.
Health Insurance Fund: This fund accounts for the self -insured health, dental, and
vision plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase
of county facilities. There are no active leases. The last lease was paid off on August 1,
2007.
88
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
BUDGETARY ACCOUNTING BASIS:
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of
Accounting refers to when revenue and expenditures are recognized in the accounts and
reported in the financial statements. Basis of Accounting relates to the timing of the
measurements made, regardless of the measurement focus applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of
accounting. Under this method revenue is recorded in the year in which it becomes both
measurable and available as net current assets. "Measurable" means the amount of the
transaction can be determined and "available" means collectible within the current period or
soon enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's
operations, or of a material amount and not received at the normal time of receipt, primarily
consists of 1) state highway users tax; 2) property taxes, assessed in 2013, payable in 2014,
and 3) various routinely provided services (health department). Unbilled charges for services
are recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the
year in which it is earned and becomes measurable. Expenses are recorded when liabilities are
incurred. Due to Colorado legal requirements, capital expenses are budgeted and appropriated
in the Proprietary Funds.
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County
Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule
Charter. The budget is prepared on a basis consistent with generally accepted accounting
principles for all governmental, proprietary and expendable trust funds. The accounting system
is employed as a budgetary management control device during the year to monitor the
individual departments (level of classification which expenditures may not legally exceed
appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within
departments of each fund. Any revisions that alter the total appropriation for each department
must be approved by the Board of County Commissioners through a supplemental appropriation
ordinance.
89
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111.5, C. R. S., provides that, if during the fiscal year, the governing board deems
it necessary, in view of the needs of the various offices or departments, it may transfer budgeted
and appropriated monies from one or more spending agencies in the fund to one or more
spending agencies in another fund and/or transfer budgeted appropriated monies between
spending agencies within a fund.
Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any
spending agency received unanticipated revenue or revenues not assured at the time of the
adoption of the budget from any source other than the local government's property tax mill levy,
the governing board of the local government may authorize the expenditure of these
unanticipated or unassured funds by enacting a supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of
County Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no
later than December 15 and are payable the following year in two installments on February 28
and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and
collects its own property taxes as well as property taxes for all school districts, cities and towns
and special districts located within the county. In accordance with Section 14-7 of the Weld
County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the
total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a
greater amount of tax revenue than was levied from ad valorem taxation in the preceding year,
plus five percent (5%), except to provide for the payment of bonds and interest. The Board of
County Commissioners may submit the question of an increased levy to the County Council
and, if in the opinion of a majority of the County Council, the county is in need of additional
funds, the Council may grant an increased levy for the county in such amount as it deems
appropriate, and the county is authorized to make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem
taxation equal to a three mill levy for three years shall be prohibited unless approved by a
majority vote of the qualified electors at a general or special election per Section 14-8 of the
Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy
cannot be increased above the prior year mill levy, except by a vote of the people. In addition,
the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net
new construction, without voter approval.
90
CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan - A plan for capital expenditures to be incurred each year
over a fixed period of several years (normally on a five year cycle) setting forth each
capital project and identifying the expected fiscal year for each project and the
anticipated revenues to finance those projects.
2. Capital Improvement Staff Committee - The Director of Finance and Administration
develops a Long Range County -wide Capital Improvement Plan for all major capital
expenditures within the County after surveying County -wide needs with program
managers. The Board of County Commissioners is responsible for approving capital
improvement policies, as well as, approving capital improvement programming as a part
of the annual budget.
3. Capital Assets - Capital assets are defined as land, improvements to land, easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are
used in operations and that have initial useful lives extending beyond a single reporting
period.
4. Capital Projects - Capital projects are defined as those major, non -recurring projects
that have a time interval of at least three (3) years between such expenditures and have
a total cost of at least $10,000. Purchases of real property and selected equipment may
be exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and approved by the Board
of County Commissioners for funding and implementation for each fiscal budget year.
6. Relationship Between Capital Funding and Operating Budget - Capital assets,
which include property, plant equipment, software, rights -of -way, and infrastructure
assets (e.g., roads, bridges and similar items,) are reported in the applicable
governmental or business -type funds. Capital assets are defined by the County as
assets with an initial, individual cost of more than $5,000 and a useful life of more than
one year. All fixed assets are valued at historical cost or estimated historical cost if
actual historical cost is not available. Donated capital assets are recorded at estimated
fair market value at the date of donation.
The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
91
All reported capital assets, except for gravel roads, are depreciated. Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation
on all assets is provided on the straight-line basis (asset value divided by years of useful
life) over the following estimated useful lives:
Buildings
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
20 years
50 years
20 years
3 - 5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
92
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy. A copy of the detailed investment policy can be obtained by contacting the Weld County
Treasurer at (970) 356-4000, Extension 3260. The following is a brief overview of the
investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount in excess of $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners,
Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral
is pledged to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to
the county general fund for the purpose of supplementing the county mill levy thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except
the Pension Trust Fund. Several of the County's funds also hold investments on their own
account. The cash and investments of the Pension Trust Fund are held separately from those
of the other County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is over $110 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies,
and instrumentalities, commercial paper, and repurchase agreements. The Pension
Trust Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 1.25 percent in 2014.
93
FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the County Fund Balance Policy on
December 14, 2011, nunc pro tunc January 1, 2011. The policy was created to help reduce the
negative impact on the County in times of economic uncertainty, major fluctuations in oil and
gas assessed valuations, and potential losses of funding from other governmental agencies.
The policy established minimum requirements for reserves and guidelines for the use of certain
funds. The reserves and restrictions are also consistent with the requirements under Colorado
statute or state constitutional requirements.
The County Fund Balance Policy requires the following:
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for the purpose of future heath programs for the benefit of
the citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Social
Services Fund shall be assigned for the purpose of future welfare programs for the
benefit of the citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Human
Services Fund shall be assigned for the purpose of future welfare, senior, and
employment programs for the benefit of the citizens of Weld County.
• The Contingency Fund shall maintain a minimum fund balance to cover a minimum
ten (10) percent of the annual expenditures and maximum of twenty (20) percent of
the annual total expenditures as determined by the Director of Finance and
Administration to provide: (1) a reasonable level of assurance that Weld County's
operations will continue even if circumstances occur where revenues are insufficient
in an amount that is equal to at least one -percent of annual expenditures to cover
necessary expenses for public safety, public welfare and public works; (2) there is a
major reduction in oil and gas assessed valuations; or (3) there are other unexpected
needs or emergency situations costing an amount that is equal to at least one -
percent of annual total expenditures that do not routinely occur. The Contingency
Fund shall be funded by property tax with a half -mill applied to the county's assessed
value annually, unless the Board of Weld County Commissioners adjusts the amount
in the annual budget process.
• The three -percent TABOR emergency reserve required by Article X, Section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in
an amount equal to six -million dollars or three -percent of the TABOR revenue limit,
whichever is greater.
94
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT
RESPONSIBLE OFFICIAL
General Fund:
Office of the Board
Chairman, Board of County Commissioners
County Attorney
County Attorney
Public Trustee
Public Trustee
Planning and Zoning
Director, Planning Services
Clerk to the Board
Director, Finance and Administration
Clerk and Recorder
Clerk and Recorder
Elections
Clerk and Recorder
Motor Vehicle
Clerk and Recorder
Treasurer
Treasurer
Assessor
Assessor
Maintenance of Building and Grounds
Director, Buildings and Grounds
County Council
Chairman, County Council
District Attorney
District Attorney
Juvenile Diversion
District Attorney
Victim Witness
District Attorney
Adult Diversion
District Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Director, General Services
Printing and Supply
Director, Finance and Administration
Human Resources
Director, Human Resources
Computer Services
Director, Budget
Geographical Information System
Director, Budget
Capital Outlay
Director, Budget
Innovation and Technology Projects
Director, Budget
Sheriff
Sheriff
Crime Control and Investigation
Sheriff
95
BUDGET UNIT
RESPONSIBLE OFFICIAL
Regional Forensic Lab
Sheriff
Victim Advocates
Sheriff
Drug Task Force
Sheriff
Traffic Enforcement
Sheriff
Municipal Contracts
Sheriff
Communications - County -wide
Director, Public Safety Communications
E-911 Administration
Director, Public Safety Communications
Criminal Justice Information System
Director, Public Safety Communications
Communications System Development
Director, Public Safety Communications
Coroner
Coroner
Centennial Jail
Sheriff
North Jail
Sheriff
Community Corrections
Director, Justice Services
Building Inspection
Director, Planning Services
Office of Emergency Management
Director, Office of Emergency Management
County -wide Animal Control
Sheriff
Pest and Weed Control
Director, Public Works
Justice Services
Director, Justice Services
Economic Development
Director, Budget
Waste Water Management
Director, Budget
Engineering
Director, Public Works
Extension Service
Extension Agent
Veteran's Office
Director, Buildings and Grounds
Airport
Director, Budget
Mental Health
Director, Budget
Child Advocacy Center
Director, Budget
Developmentally Disabled
Director, Budget
Seniors Program
Director, Budget
Missile Site
Director, Buildings and Grounds
Parks and Trails
Director, Budget
96
BUDGET UNIT
RESPONSIBLE OFFICIAL
Building Rents
Director, Budget
Non -Departmental
Director, Budget
Community Agency Grants
Director, Budget
Island Grove Building
Director, Budget
Asset and Resource Management
Director, Budget
County Fair
Extension Agent
Special Revenue Funds:
Public Works Fund
Director, Public Works
Social Services Fund
Director, Human Services
Health Fund
Director, Public Health and Environment
Human Services Fund
Director, Human Services
Conservation Trust Fund
Director, Budget
Contingency Fund
Director, Budget
Emergency Reserve Fund
Director, Budget
Solid Waste Fund
Director, Budget
Capital Fund:
Capital Expenditure Fund
Director, Budget
Proprietary Funds:
Motor Pool Fund
Controller
Insurance Fund
Director, Budget
Phone Services Fund
Director, Budget
Health Insurance Fund
Director, Budget
97
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
County Attorney:
Upgrade County Attorney IV to V
Assessor:
One Assistant Analyst
District Attorney:
Upgrade of Deputy DA Ito II
Upgrade of Deputy DA III to III
Reclassification Deputy DA II to Paralegal
Reclassification of Investigator Ito II
Part time Investigator Eliminated
Restorative Justice Program
Planning:
Planner I
Office Technician IV
Information Services:
7.5 Positions
INCLUDED EXCLUDED
$ 10,023
62,567
12,053
18,252
-9,820
22,068
-22,068
0
72,092
56,741
892,432
Innovation and Technology Projects:
Inspection Mobile Application Development 27,807
Interactive Voice Response - Accela 66,900
Pictometry - SW Weld 379,748
Mobile Technology for Field Staff 54,700
Biometric Intelligence and Identification Technology (IRIS) 27,910
Thin Client and Docking Station (Training Station) 79,000
CyberTech Interface 66,969
Ipads for Field Officers 7,570
Sani DefenX Cabinet & Sani DefenX VE 34,000
Remote Computing Environment 138,000
MS SQL Always on Cluster Running HA and DR 235,508
Oil and Gas Data Management System 25,000
Meeting Management System 25,000
Sheriff:
Two Office Technicians — Concealed Weapons Permits 88,044
Polygraph Examiner/Applicant Coordinator 74,381
North Jail Complex: Six Correctional Officers 396,346
North Jail Complex: One Commander 94,278
North Jail Complex: Upgrade Booking Manager 6,069
Centennial Jail: One Commander for Court Services
Centennial Jail: One Office Tech Transport Support 44,564
$ 94,397
98
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Communications:
One Senior Systems Analyst -ACS Contract
Justice Services:
Pretrial Services Specialist (HB 13-1236)
Coroner
0.5 FTE Autopsy Technician
Contract Investigator
Engineering:
0.75 FTE Inspector
One Appraiser
One Engineer II Development Review
Two Interns (Three months)
Promote Three Engineering Technicians
Developmentally Disabled:
Envision
A Kid's Place:
Contract
Economic Development
SBDC
Upstate Colorado Economic Development
Health:
Southwest Weld Clinic — Public Health Nurse II
Fair
Fair Coordinator 0.75 FTE to 1.0 FTE
Community Agencies:
Convention and Visitor Bureau
211 Information and Referral
Youth and Family Connection
Catholic Charities
A Woman's Place
Greeley Transition House
Jobs of Hope
Greeley Center for Independence
Aims Community College
TOTAL GENERAL FUND
INCLUDED EXCLUDED
138,468
65,595
36,858
76,944
76,944
28,000
7,500
38,225
6,780
65,000
79,700
68,745
10,200
21,684
7,500
61,775
1,162
20,300
4,144 5,856
25,000 25,000
27,594 3,729
0 35,000
0 20,000
0 25,000
0 20,000
0 50,000
0 590,000
$ 3,741,831 $ 981,403
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Budget and Management Analysis has a
different recommendation than the budget unit's department head/elected official.
99
100
2014 SALARY AND BENEFIT
RECOMMENDATIONS
Weld County has always strived to pay competitive and equitable salaries and benefits. To
maintain this competitive position, Weld County participates in various salary surveys. Salaries
are set by the Board of County Commissioners after full consideration is given to:
• Present pay rates compared to labor market competitors. The competitive job market
may vary by job classification or specific job. The comparison is to beginning salary and
middle level salary. Weld County does not compare to maximum salary range amounts.
• Ability to pay and the sustainability of the pay long term.
• Benefits and supplemental pay policies.
• Supply/demand situations for personnel needs.
• Supply/demand situation in the labor market.
• Employees' expectations.
• Retention of career employees.
• Taxpayers' perceptions of pay and benefits.
• Economic conditions locally and nationally.
Salary Surveys Utilized:
Mountain States Employers' Council — Public Employers
Mountain States Employers' Council — Front Range
In light of the economic conditions and Weld County's own financial situation as we look
forward, the following recommendations are being made:
• For the 2014 budget, a salary increase of 2.5 percent to Weld County employees is
included. Employees will get step increases for longevity and performance.
• Health insurance rates are anticipated to go up 8 percent for 2014. Health coverage will
be provided by CIGNA on a partially self -insured basis with a Preferred Provider
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement
Account (HDHP/HRA) option.
• Retirement costs will remain the same based upon the Board's policy to fully fund the
Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's
actuary each year.
• All other benefits are recommended to remain the same for 2014.
101
OTHER BENEFITS
VISION PROGRAM:
➢ Coverage follows health insurance program coverage for both single and family plans
➢ Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
➢ Examination, lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
•Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.160/$1,000/per month
LONG TERM DISABILITY (LTD): $.32/$100 compensation
SHORT TERM DISABILITY: $.21/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Live Well Solutions.
WELLNESS: Wellness program will be enhanced for all County employees with the addition of
a full-time Wellness Coordinator and new wellness resources.
EXECUTIVE PAY PLAN: Elected Officials and Chief Deputies have a direct benefit plan for
health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - (10.75 percent of gross salary for County and 10.75 percent
employee contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross
salary for employee contribution.)
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee
paid.
102
POSITION AUTHORIZATION CHANGES
DUE TO 2014 BUDGET
FUND AND DEPARTMENT
DEPARTMENT NAME
OLD
POSITION
NEW
POSITION
1000-10200 County Attorney Assistant County Attorney IV Assistant County Attorney V
1000-13100 Assessor None 1.0 Assistant Analyst
1000-15100 District Attorney DA Special Investigator DA Investigator II
1000-15100 District Attorney Deputy DA I Deputy DA II
1000-15100 District Attorney Deputy DA II Deputy DA III
1000-15100 District Attorney Deputy DA II Paralegal
1000-16400 Human Resources None 1.0 Trainer
1000-24100 Justice Services None 1.0 Pre -Trial Specialist
1000-17100 Planning None 1.0 Office Tech IV
1000-17100 Planning None 1.0 Planner I
1000-22100 Communications None 9.0 Call Takers(Dispatch I)
1000-22100 Communications None 40.0 Dispatcher I/II
1000-22100 Communications None 8.0 Dispatch Supervisors
1000-22100 Communications None 1.0 MSAG
1000-22100 Communications None 1.0 Office Technician III
1000-21100 Sheriff Administration None 1.0 Polygraph Examiner/Coord.
1000-21100 Sheriff Administration None 1.0 Office Technician III
1000-21200 Sheriff Operations None 1.0 SO Deputy II
1000-24410 North Jail None 6.0 Correction Officers I/II
1000-24410 North Jail None 1.0 Commander
1000-24410 North Jail Booking Manager (Grade 40) Booking Manager (Grade 43)
1000-24420 Centennial Jail 1.0 SO Deputy II None
1000-24420 Centennial Jail None 1.0 Office Technician III
1000-31100 Engineering None 0.75 Inspector
1000-31100 Engineering None 1.0 Appraiser
1000-31100 Engineering None 1.0 Engineer II
1000-31100 Engineering None 2.0 Interns (Three Months)
1000-31100 Engineering 3.0 Engineer Tech I 3.0 Engineer Tech II
1000-96200 Fair 0.75 Fair Coordinator 1.0 Fair Coordinator
2000-30100 Public Works Admin. Office Admin. (Grade 36) Office Admin. (Grade 40)
2100-42100 Social Services 301.5 FTE 306.5 FTE
2520-41210 PH Communication 11.25 FTE
2530-41300 PH Services 42.6 FTE
2580-41500 PH Preparedness 2.6 FTE
11.65 FTE
44.125 FTE
2.7 FTE
6400-17400 Phone Services None Phone Services Technician
103
�1861i
V G0 Tas7)
104
Graph, All Funds Revenue -- Odd Page
105
ALL FUNDS REVENUE
$140,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000 —
$0
K
ca
a_
2
^L
LL
Fral 119
Other Taxes
Intergovernme..
Licenses/Permits
Chg for Service
Miscellaneous
Fund Balance
02013
02014
2014 Revenue
Total $343,351,439 (2013 $305,487,891)
Fund Balance
$100,002,000
29%
Miscellaneous
$15,806,774
5%
Chg for Service
$8,242,560
2%
Internal Services
$28,166,292
8%
Licenses/Permits
$3,450,225
1%
Property Tax
$118,179,782
34%
Internal Services
Other Taxes
$9,450,000
3%
Fees
$9,958,250
3%
Intergovernmental
$50,095,556
15%
Graph, All Funds Expenditures
106
ALL FUNDS EXPENDITURES
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
Aa"
e5 *° if
oc6
e
o°�\ Jo,.c C.1P
caQ
,2`a�� 5aar1 aat�°e cccec� ., c. c, ce°Je c0°ae
��c Q-a� e� agtQ' ga °aka \e
<2‘>m)a\ go a tca
GJ ca Stca
Ga
2014 EXPENDITURES
Total $257,102,109 (2013 $226,820,758)
Public
$2,575,346
Social Services 1%
$30,399,000
12%
Internal Services
$30,416,292
12%
Miscellaneous
$15,908,049
6%
Human Services
$8,258,248
3%
Contingency
$10,000,000
4% Auxiliary
Works $418,227
0%
Capital
$8,650,000
3%
Health
9,129,247
4%
Road & Bridge
$55,799,091
22%
Public Safety
$50,600,706
20%
Culture/Recreation
$730,391
0%
General Government
$34,217,512
13%
iofr
Graph, Mill Levy
107
MILL LEVY
2013 TOTAL 16.804
Social Services
1.013
0
0
Insurance
0.312
2%
Public Works
1.403
8%
Contingency
1.87
11%
Capital
1.122
7%
2014 TOTAL 16.804
Social Services
1.28 Capital
7% 1.173
7%
Insurance
0.284
2%
Public Works
1.635 Contingency
10% 0.711
4%
1D7
General
11.084
66%
General
11.721
70%
Summary of Fund Balances
108
2014 BUDGET
SUMMARY OF FUND BALANCES
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
GROS " O ALS
LESS INTERFUND TRANSFERS
IN T TOTAL L
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Service
6500 Weld Finance Corp
NETagtieTAL l5FUND;S
GROSS TOATL - ALL FUN
§}s $ 8799E 4,
3,025,091
2,753,433
2,024,596
947,992
2013
MILL
2014
BEGINNING
BALANCE `
$ 15,529,074 11.084 $ 10,000,000 11.721 $ 82,429,782
27, 078, 587
5,006,019
324,200
28,018,636
1,387,578
938,428
1,012,000
1.403
1.013
1.870
8,702,602 1.122
71997,124 16.492 a.
16.492 $
0.312
28, 000, 000 1.635 11, 500, 000
2,400,000 1.280 9,000,000
300,000
35,000,000 0.711 5,000,000
1,400,000
900,000
1,000,000 -
12,552,000 1.173 8,250,000
9 }w 16.520 $
91, 552,00016.52® $`
1 52 000
3,000,000
2,750,000
2,000,000
700,000
179,7821
?;9782.x
0.284 2,000,000
SP'w
312 $ ' 8 454;90.0 0.284 $ 2,0001,000'„
2,000 16.804 $ 1p ®„ (79,782
108
Summary. p.2
109
Assessed Value $7,032,836,398
2014/ 2014 2014 ;; 2014.. 2014;2014
INTERGOV'T OTHER INTERFUND AVAILABLE : APPRO- ENDING
REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
$ 4,191,853 $ 22,664,114 $
14,230,000
20,644,170
412,000
3,164,816
7,452,717
21,098,235
3,000
1,319,460
523,000
900,000
400,000
$ 50,095,556 "$ 46,907,809 $
$ 50,095,556 $ 46,907,809 $
8,820,000
17,914,044
140,000
1,292, 248
$ 28,166,292 $
$ 50,095,556 $ 75,074,101 $
- $ 119,285,749 $ 108,057,437 $ 11,228,312
4,441,746
12,351
74,828,235
32,044,170
715,000
40,000,000
10,326,022
8,888,068
1,900, 000
21, 202,000
4,454,097 $ 309,189,244
(4,454,097) (4,454,097)
- $ 304,735,147
11,820, 000
20,664,044
4,140, 000
1,992,248
38,616,292-
$ 343,351,439
55,799,091 19,029,144
30, 399,000 1,645,170
420,296 294,704
10,000,000 30,000,000
8,926,022 1,400,000
7,988,068 900,000
900,000 1,000,000
8,650,000 12,552,000
$ 231,139,914
(4,454, 097)
$ 226,685,817
8,820,000
17,914,044
2,140, 000
1,542,248
30,416,292
S
78,049,330
78,049,330
3,000,000
2,750,000
2,000,000
450,000
8,200,000
$ 257,102,109 86,249,330
Summary of 201\ Major Revenues and Expenditures
110
2014 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
1000 General Fund
FUND
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
dffoss TOTAAL
LESS INTERFUND TRANSFER;
NET TOTAL
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health insurance
6300 Insurance
6400 Phone Service
6500 Weld Finance Corp
2014
BEGINN
BALANCE
2014 #
OTHER:::
REVENUE
IiNTERFUN
NSFER
$ 10,000,000 $ 82,429,782 $ 4,191,853 $ 22,664,114 $
28,000,000
2,400,000
300,000
35,000,000
1,400, 000
900,000
1,000,000
12,552,000
11,500,000 14,230,000 21,098,235
9,000,000 20,644,170 -
412,000 3,000
5,000,000
3,164, 816 1,319,460
7,452,717 523,000
900,000
8,250,000
400,000
4,441,746
12,351
552,000 $ 116,179,782 $'50 095,556 $ 46,907„809ru $ 4,454,097
(4,454,097)
'1552,000' $ 116,179,782 $ 50,095,55Q $ y46,9078.09
3,000,000
2,750,000
2,000,000
700,000
2,000,000
NET "TOTAL`- IS FUNDS '$ 8,450 2 000,000 $
qapss TOATL - ALL FUNDS $100,01 G 18,11s947824'.: $ 50,095 556
8,820,000
17, 914, 044
140,000
1,292,248
28 1.66 %
750 41C
Summary, p.2
111
Assessed Value $7,032,836,398
2014
V' '`BLE
FINANCING"'
2014
SERVICE/.;
SUPPLIES',
$ 119,285,749 $ 59,219,689 $ 47,319,948 $ 1,517,800 $ 108,057,437 $ 11,228,312
74,828,235 11,744,290 44,054,801 - 55,799,091 19,029,144
32,044,170 21,129,000 9,270,000 30,399,000 1,645,170
715,000 420,296 - 420,296 294,704
40,000,000 10,000,000 - 10,000,000 30,000,000
10,326,022 6,919,443 1,993,081 13,498 8,926,022 1,400,000
8,888,068 5,146,084 2,841,984 - 7,988,068 900,000
1,900,000 900,000 900,000 1,000,000
21,202, 000
$; 309,189,244 $ 104,1 8 506 $ 1'6 000,110
(4,454,097) (4,454,097)
$ 304.735,147 _,, 7 04c158 506 112,3-46;613
8,650,000
8,650,000 12,552,000
81,298 231139,°r:4',
(4,454,097)
8 $ 226,685,817
11,820,000 - 8,820,000
20,664,044 - 17,914,044
4,140,000 - 2,140,000
1,992,248 249,429 1,042,819 250,000
29 916,863 $
8,820,000
17,914,044
2,140,000
1,542,248
250,000 $ 35;416 292
10,431,298 $ 257,102109
78, 049'
78,049,330
3,000,000
2,750,000
2,000,000
450,000
8 200 ® ®®
86.249,33
3
Summary of 201 Estimated Major Revenues and Expenditures
112
2013 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
2013 2013 2013 2013 201.3
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
BALANCE TAXES REVENUE REVENUE TRANSFER
$ 15,529,074 $ 71,116,616 $ 4,016,242 $ 18,910,725 $
27,078,587 9,000,000 13,486,672 20,373,000 5,000,000
5,006,019 6,500,000 19,866,602 -
324,200 - 378,947 3,500
28,018,636 12,000,000 -
1,387,578 - 3,251,361 1,289,127 4,169,382
938,428 - 7,341,696 579,000 12,351
1,012,000 - - 718,000 -
8,702,602
7,200,000 2,600,000
GROSSTOTALS $ 87;997;1'24 $ '105;816,616- '1-48.,341,520 $ 44,473',35Z:-$ 9,181;733
LESS INTERFUND TRANSFER - - - (9,181,733)
NET TOTAL $ 87,997,_124 $ 105,816,616 $ 48 341,520 $44,473,352 $ -
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health insurance
6300 Insurance
6400 Phone Service
6500 Weld Finance Corp
3,025,091
2,753,433
2,024,596
947,992
- 510,000 7,850,000
- - 16,800,000
2,000,000 - 215,000
- 1,356,780
NET TOTAL IS FUNDS $ 8,751,112" $ 2,000,000 $ 510,000 $ 26,221,780 $
GROSS TOATL - ALL FUNDS $ 96,748,236 $ 107,816,616 $48,851,520,' $ 70,695,132 $
112
Summary, p.2
113
Assessed Value $6,416,128,090
$ 109,572,657 $ 50,956,887 $ 46,603,270 $ 2,012,500 $ 99,572,657 $ 10,000,000
74,938,259 11,023,839 35,914,420
31,372,621 20,888,182 8,084,439
706,647 406,647
40,018,636 - 5,018,636
10,097,448 6,555,289 2,142,159
8,871,475 4,835,655 3,135,820
1,730,000 730,000
18,502,602
11,385,091
19,553,433
4,239,596
2,304,772
182,778
8,385,091
16,803,433
2,239,596
1,171,994
5,950,602
250,000
)-47
46,938,259 28,000,000
28,972,621 2,400,000
406,647 300,000
5,018,636 35,000,000
8,697,448 1,400,000
7,971,475 900,000
730,000 1,000,000
5,950,602 12,552,000
8,385,091
16,803,433
2,239,596
1,604,772
3,000,000
2,750,000
2,000,000
700,000
a
Summary of 201\ Actual Major Revenues and Expenditures
114
l
2012 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
1000 General Fund
FUND
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
2012
EGINNING
BALANCE
$ 14,974,207
23,566,391
3,807,171
289,369
20,041,118
1,816,986
1,337,122
685,217
11,568938
1,571,602
GROSS TOTALS > $ 79,658,121;
LESS INTERFUND TRANSFERS -
NET TOTAL;= $ 79,65$,121
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health insurance
6300 Insurance
6400 Phone Service
6500 Weld Finance Corp
NET TOTAL IS FUNDS
GROSS FUNDS'
3,247,165
1,958,355
1,601,159
1,339,548
2012
PROPERTY
TAXES
$ 55,929,430
6,956,476
9,951,551
7,965,511
7,170,029
2012
INTERGOV'T
REVENUE.
$ 4,968,002
10,485,934
20, 364.388
411,891
2,704,108
6,656,527
2012 2012
OTHER INTERFUND
REVENUE TRANSFER
$ 20,306,666 $
24,082,889
21,082
2,424
12,007
1,835,684
381,199
999,619
3,007,909
12,351
258,113 4,550,000
1,667, 980
$ 876972,997 .$- 45,590,850 $;49.4w,663 $ 7,570,260
- - (7,570,260)
$ 87,972,997 $ 45,590,850 $ 49,567,663 $ -
1,740,454
8,146,227 $ 1,740,454
$ 87,804,348 $ 89,713,451_
788,001
8,816.797
13,114, 868
203,289
1,210,702
788,001 . $ 23,345,656 $
,378,851 $.22.;9'13;319 $
Summary, p.2
115
Assessed Value $5,362,863,410
$ 96,178,305 $ 48,368,700 $ 30,823,331 $ 1,457,200 $ 80,649,231 $ 15,529,074
65,091,690 10,273,206 27,739,897 - 38,013,103 27,078,587
34,144,192 18,900,000 10,238,173 - 29,138,173 5,006,019
703,684 - 379,484 - 379,484 324,200
28,018,636 - - 28,018,636
9,364,687 6,014,699 1,798,345 164,065 7,977,109 1,387,578
8,387,199 4,394,776 3,003,815 50,180 7,448,771 938,428
1,684,836 672,836 672,836 1,012,000
23;547,080
3,239,582 1,781,740
12,851,963
15,073,223
3,544,902
2,550,250
174,030
1,457,842
9,340,161
12,319,790
1,520,306
1,174,145
14,844,478 14,844,478 8,702,602
3,239,582
486,711 9,826,872
12,319,790
1,520,306
1,602,258
254,083
3,025,091
2,753,433
2,024,596
947,992
Governmental Funds
116
I
GOVERNMENT FUNDS
2012-2014
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Licenses and permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General governemt
Public safety
Public works
Public health and welfare
Human services
Culture and recreation
Miscellaneous
Capital outlay
Contingency/Reserves
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
ACTUAL
2012
97,903,945
2,968,095
48,090,850
15,369,437
9,389,307
7,741,896
$ 181,463,530
$
PROJECTED
2013
114,126,616
2,866,875
48,341,520
18,718,124
8,777,422
5,800,931
$ 198,631,488
30,961,985 33,749,495
43,130,188 47,569,221
37,740,370 49,369,180
36,852,403 37,897,718
7,400,591 8,145,633
557,935 935,807
64,975 9,446,456
14,844,478 7,963,102
- $
$ 171,552,925
9,910,605
$ 78,086,519
$ 195,076,612
3,554,876
$ 87,997,124
BUDGET
2014
125,629,782
3,450,225
50,095,556
15,806,774
9,958,250
8,242,560
$ 213,183,147
34,217,512
50,600,706
58,374,437
39,528,247
8,258,248
730,391
16,326,276
8,650,000
$ 10,000,000
$ 226,685,817
(13,502,670)
$ 91,552,000
$ 87,997,124 $ 91,552,000 $ 78,049,330
10,000,000
Fund Balance at End of Year - with
Contingencies/Reserves $ 87,997,124 $ 91,552,000 $ 88,049,330
116
Proprietary Funds
117
PROPRIETARY FUNDS
2012-2014
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Paramedic Service
Motor Pool
Health Insurance
Insurance
Phone Service
Weld Finance Corp
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves
ACTUAL
2012
1,744,468 $
788,001
1,667,980
23,341,642
$ 27,542,091
PROJECTED
2013
2,000,000 $
510,000
26,221,780
BUDGET
2014
2,000,000
28,166,292
$ 28,731,780 $ 30,166,292
3,239,582 $
9,826,872
12,319,790
1,520,306
1,602,258
8,385,091
16,803,433
2,239,596
1,604,772
8,820,000
17,914,044
2,140, 000
1,542,248
$ 28,508,808 $ 29,032,892 $
(966,717) (301,112)
9,717,829 8,751,112
8,751,112
8,450, 000
30,416,292
(250,000)
8,450,000
8,200,000
$ 8,751,112 $ 8,450,000 $ 8,200,000
117
WELD COUNTY
TOTAL TAXABLE PROPERTY
2012 ASSESSED VALUES
TO BE USED FOR 2013 BUDGET
(Paste assessor's office sheet)
118
Weld County, Colorado
Weld Taxable Assessed Value 2013
Class
Vacant $
Residential $
Commercial $
Industrial $
Agricultural $
Natural Rsc $
Oil & Gas $
State Assd $
Total Value: $
Less TIF Value $
Net Total: $
Class
Total Real $
Total Personal $
Percent of Value
Real
Personal
2012 Assd Value
76,770,990
1,126,143,600
741,004,020
405,141,700
120,086,240
12,176,900
3,382,053,530
650,106,300
6,513,483,280
(97,355,190)
6,416,128,090
2012 Assd Value
5,328,482,580
1,185, 000,700
2012
81.81%
18.19%
Value Changes 2012-2013
4500
4000
3500
3000
2500
2000
1500
1000
500
0
132012 .2013
Source: Weld Assessor
$
7013 Arad Vahtp
67,558,650
1,125,202,430
719,255,590
453,963,990
141, 839,410
14,519,910
3,908,689,488
706,328,300
change S Change %
$ (9,212,340)
$ (941,170)
$ (21,748,430)
$ 48,822,290
$ 21,753,170
$ 2,343,010
$ 526,635,958
$ 56,222,000
7,137,357,768 $
(104,521,370)
7,032,836,398 $
2013 Assd Value
$ 5,853,324,858 $
$ 1,284,032,910 $
2013
82.01%
17.99%
623,874,488
616,708,308
Change S
524,842,278
99,032,210
-12.00%
-0.08%
-2.93%
12.05%
18.11%
19.24%
15.57%
8.65%
9.6%
9.6%
Change %
10%
8%
Change
0.20%
-0.20%
Weld Assd Value By Type
2013
State Assd� Va ant
10%
Residential
17%
Commercial
12%
Industrial
5%
— Agricultural
2%
Natural Roc
0%
August 2013 Abstract
8/21/2013
Net Program Cost, p. 1
119
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
$ 894,160
0
(2,864,045)
1,491,605
(2,643,428)
2,606,078
47,368
4,734,063
1,585,450
800,872
306,280
$ 6,958,403
497,601 $ 1,391,761
22,148 22,148
825,027 (2,039,018)
131,882 1,623,487
- (2,643,428)
487,426 3,093,504
11,221 58,589
604,131 5,338,194
2,054,505 3,639,955
272,151 1,073,023
82,319 388,599
4,988,409 $ 11,946,812
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL
CENTENNIAL JAIL
CONTRACT JAIL SPACE
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
$ 18,994,949
2,789,012
0
0
9,000,000
12,351
3,874,463
$ . 34,670,775
CRITICAL -- NON -MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
COMMUNICATION SYSTEM DEVEL
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TRAFFIC ENFORCEMENT
TOTAL
$ 1,209,550
183,088
7,341,940
(78,871)
4,550,445
50,000
168,993
109,516
763,671
$ 14,298,332
$
3,072,392 $ 22,067,341
135,694 2,924,706
0
295,760 295,760
1,429,177 10,429,177
573,525 585,876
928,527 4,802,990
6,435,075 $ 41,105,850
4,587 $ 1,214,137
128,427 311,515
117,018 7,458,958
(78,871)
- 4,550,445
50,000
79,761 248,754
2,457 111,973
21,325 784,996
353,573 $ 14,651,905
Net Program Cost, p. 2
120
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
TRANSPORTATION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERAN'S OFFICE
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
A KID'S PLACE
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
PRE-TRIAL SERVICES
ADULT DIVERSION
RETIRMENT TRANSFER
ASSET & RESOURCE MANAGEMENT
TOTAL
GENERAL ASSISTANCE:
PUBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
BUILDING & GROUNDS
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
PBX/PHONES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION SERVICES
PRINTING & SUPPLY
TOTAL
$0
2,000,000
446,146
209,104
794,495
335,432
80,395
0
203,225
79,425
106,680
38,225
13,000
379,031
24,488
89,218
10,000
144,700
6,780
217,099
67,475
29,000
92,990
579,901
37,593
10,000,000
3,211,891
16,102
641,809
6,982
26,848
193,597
8,662
8,984
3,300
5,410
30,261
15,866
29,158
25,479
31,583
$ 16,102
$ 2,000,000
1,087,955
216,086
821,343
529,029
89,057
8,984
203,225
82,725
112,090
38,225
13,000
409,292
40,354
89,218
39,158
144,700
6,780
242,578
67,475
29,000
92,990
611,484
37,593
10,000,000
3,211,891
$19,196,293
1,044,038 $ 20,240,331
11,500,000
2,575,346
14,075,346
$ - $
8,250,000 $
$ 8,250,000 $
1,658,968 $ 13,158,968
48,117 2,623,463
1,707,085 $ 15,782,431
- $
8,250,000
- $ 8,250,000
$ 792,139
6,028,953
530,585
673,729
250,837
814,348
0
2,000,000
700,535
0
5,253,374
70,467
$ 17,114,967 $ (17,114,967) $
$ (792,139) $
(6,028,953)
(530,585)
(673,729)
(250,837)
(814,348)
0
(2,000,000)
(700,535)
0
(5,253,374)
(70,467)
0
0
0
0
0
0
0
0
0
0
0
Graph, 7 Year Trend - Beginning Fund Balance
121
SEVEN YEAR TREND
Beginning Fund Balance
100,000,00
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
O
M
to
v
ry
i-�
M
17
4
O C
Q
o .1.
cii N -
r'
f:1
a
,rya
4 t l•
r
is..
a
a vi
of
�c
e
csi
a
in
a
l' -Y.'�
O
4 <
ff
O
r°L
S
1FyG�N-��
n,�,
•`'fix
yY
7.
' c^,.'
PI
A
R
u r4
}'F
��nk
A
C• o
.
d.r$i0 ii.;. �$istn•�f+'';..d
Y:
hn
j��
tY9!iy`.�'i�) ,
tr
�
:
l�'
,.. qi f
;
J
2008
2009
2010
2011
//1
2012
2013
2014
Graph, 7 Year Trend - County Expenditures
122
2008
2009
2010
2011
SEVEN YEAR TREND
County Expenditures
OGen Gov
El Public Safety
❑ Roads & Bridges
❑Health/Human Srv/Soc Sry
2012
�2v
2013
2014
Organizational Chart
123
Department of
Human Services
County
Attorney
WELD COUNTY HOME RULE CHARTER
County Citizens
f ' .'Animal Corit .Z. J�
i Task Far c, Co e''Enf T
Department of
Finance and
Administration
Commissioner .
Coordinator
Accounting •
Budget
Capital Projects
Clerk to the Board
Communications
Contract Administration
Grant Administration
Finance Division
GIS and Mapping
Human Resources
Information Services
Phone Services
Printing and 5upply
Risk Management
•
Special Projects
Treasurer's. Office
General Services
Coronet
user, services
�. Par :.haing, vim;
• Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Environmental Health
Nursing
Board 'Of Public•Hea lth
County Extension
Office
Fair Board '
123
Department of
Public Works
Commissioner
Coordinator I
Engineering
'•
Road and Bridge
Buildings and
Grounds
Office of
Emergency
Management
Department of
Planning Services I
Commissioner
Coordinator
;P.Iapning and Zoning
Building Inspection
Board of Adjustment,
International'Building Code
Planning Commission
•
s447Utll�tyrBo
Clerk and Recorder
RelaitylaEte�,ftto�ar
Commissioner
Coordinator.
Human Services
Social Services
AM
Child Support
Assistance f aynicnts
Child ,'AdLill Protection'.
Employnrorst Sen,iccs
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2014
DEPARTMENT
LAST
ACTUAL
YEAR
2012
CURRENT
YEAR 2013
REQUEST
BUDGET
2014
RECOMMEND
BUDGET
2014
CURRENT TO
FINAL
CHANGE
GENERAL FUND:
Office of the Board
6.000
7.000
7.000
7.000
County Attorney
5.000
5.000
5.000
5.000
Planning and Zoning
10.250
11.000
13.000
13.000
+2.000
Clerk to the Board
5.000
5.000
5.000
5.000
Accounting
6.000
6.000
6.000
6.000
Finance and Administration
3.750
1.750
1.750
1.750
Clerk and Recorder
43.000
46.000
46.000
46.000
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
32.500
33.500
34.500
34.500
+1.000
Human Resources
6.000
6.000
7.000
7.000
+1.000
Buildings and Grounds
28.000
28.000
28.000
28.000
Victim Witness
11.625
10.625
10.625
10.625
Juvenile Diversion
1.250
1.000
1.000
1.000
Office of Emerg. Mgmt.
2.500
2.500
2.500
2.500
Purchasing
2.000
2.500
2.500
2.500
District Attorney
55.125
55.625
55.625
55.625
Coroner
6.500
6.500
7.000
6.500
Centennial Jail
36.000
38.000
39.000
38.000
North Jail
197.000
197.000
204.000
204.000
+7.000
Sheriff
20.000
20.000
23.000
23.000
+3.000
Victim Advocates
2.000
2.000
2.000
2.000
Crime Lab
2.000
2.000
2.000
2.000
Drug Task Force
1.000
1.000
1.000
1.000
Sheriff Contract Services
9.500
9.500
9.500
9.500
124
DEPARTMENT
LAST
ACTUAL
YEAR
2012
CURRENT
YEAR 2013
REQUEST
BUDGET
2014
RECOMMEND
BUDGET
2014
CURRENT TO
FINAL
CHANGE
Building Inspection
10.2500
11.000
11.000
11.000
Police Services
63.750
63.750
64.750
64.750
+1.000
Traffic Enforcement
10.000
10.000
10.000
10.000
Communications
0.000
2.000
61.000
61.000
+59.000
Community Corrections
1.000
1.000
1.000
1.000
Noxious Weeds
2.000
2.000
2.000
2.000
Transportation
6.250
0
0
0
Justice Services
7.000
6.500
7.500
7.500
+1.000
Adult Services
0.000
1.000
1.000
1.000
Veteran=s Office
1.000
1.000
1.500
1.500
+0.500
Missile Site
1.000
1.000
1.000
1.000
General Engineering
20.000
22.000
24.750
24.750
+2.750
Printing and Supply
3.000
3.000
3.000
3.000
Fair
0.750
0.750
1.000
1.000
+0.250
Extension Service
12.080
12.080
12.080
12.080
Animal Control/Code
Enforcement
3.000
3.000
3.000
3.000
0
TOTAL GENERAL FUND
648.080
652.580
732.580
731.080
+78.500
PUBLIC WORKS:
Maintenance Support
9.000
9.000
9.000
9.000
Administration
7.000
7.000
7.000
7.000
Motor Graders
46.000
46.000
46.000
46.000
Trucking
33.000
33.000
33.000
33.000
Bridge Construction
27.000
28.000
28.000
28.000
Pavement Management
10.000
13.000
13.000
13.000
Mining
5.000
5.000
5.000
5.000
TOTAL PUBLIC WORKS
137.000
141.000
141.000
141.000
0.000
125
DEPARTMENT
LAST
ACTUAL
YEAR
2012
CURRENT
YEAR 2013
REQUEST
BUDGET
2014
RECOMMEND
BUDGET
2014
CURRENT TO
ANAL
CHANGE
HEALTH FUND:
Administration
8.000
8.000
8.000
8.000
Health Communication
9.000
11.250
11.650
11.650
+0.400
Environmental Services
23.250
23.750
23.750
23.750
Health Preparedness
2.600
2.600
2.700
2.700
+0.100
Public Health Services
42.980
42.600
44.125
44.125
+1.525
TOTAL HEALTH FUND
85.830
88.200
90.225
90.225
+2.025
SOCIAL SERVICES
311.500
301.500
306.500
306.500
+5.000
PHONE SERVICES
2.000
2.000
2.000
2.000
PARAMEDIC SERVICES
50.000
0.000
0.000
0.000
GRAND TOTAL
1,234.41
1,185.28
1,272.305
1,270.805
+85.525
126
Graph - General Fund Revenue Changes
127
GENERAL FUND
Revenue Changes
$90,000,000
$80,000,000
$70,000,000 ----
$60,000,000 —
$50,000,000 —
$40,000,000 —
$30,000,000 —
$20,000,000
$10,000,000 —
$0
❑ 2013
❑ 2014
iI
nxu
.co• `f ey o°�C�h cCe��a\ �C�' ��,G�y e�• �J`ey a*�o' a\a�G�
�� pre QG ego 5 �'\� 5 <50 5 e�� � a�
o e e otQ °
Q Qe �et4o `Geo boy `tee`' C�� <
�� 9i
Gr
2014 Revenue
Total $119,285,749 (2013 $103,043,583)
Property Tax
$82,429,782
69%
Fund Balance
$10,000,000
9%
Miscellaneous
$3,714,115
3%
Other Taxes
$150,000
0%
Fee Accounts
$9,858,250
8%
Intergovernmental
$4,191,853
4%
Licenses/Permits
$2,481,000
2%
Charges for Services
$6,156,249
5%
Fines/Forfeitures
$304,500
0%
Graph -- General Fund Expenditure Changes
128
GENERAL FUND
EXPENDITURE CHANGES
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
Public Safety General Gov. Health & Human Senn_
Welfare
Misc.
Auxilary
Public Works Culture/Rec.
2014 Expenditures
Total $108,057,437 (2013 $93,865,203)
General Gov.
$34,217,512
32%
Public Safety
$50,600,706
47%
Health &
Welfare
$4,077,688
4%
Human Serv.
$282,531
0%
Misc.
$15,575,332
15%
Auxilary
$418,227
0%
Public Works
$2,575,346
2%
Culture/Rec.
$310,095
0%
Seven Year -- General Government
129
SEVEN YEAR TREND
General Government
$40
$35
$30
$25
co
S $20
J_
$15
$10
$5
$0 _
2008
2009
2010
2011
2012
2013
2014
Seven Year -- Public Safety
130
SEVEN YEAR TREND
Public Safety
$60
$50
$40
$20
$10
$0
2008
2009
2010
2011
2012
2013
Seven Year -- Health & Welfare
131
SEVEN YEAR TREND
Health & Welfare
$60
$50
$40
$20
$10
$0
2008
2009
2010
2011
X31
2012
2013
2014
GENERAL FUND SUMMARY
The General Fund is funded at the level of $108,057,437 up $14,192,234. Without including
adjustments for health insurance costs, cost of living, and salary step increases, the budget for
general government functions is up $2,340,541. 2014 will have both a primary and general
election resulting in added costs of $403,856. The budget is funded as if it is a mail election. If
the election is a voting center election the costs could increase. The Assessor's budget is up
$41,567 primarily due to the request for an additional Assistant Analyst position for oil and gas
appraisal work. Human Resources' budget is up $67,174 for a countywide trainer position that
was transferred from Information Services. The Planning Department is up $158,490 with the
request for an additional Planner I position and Office Tech IV due to more development activity.
Building and Grounds is up $128,750 primarily for increased costs of utilities, services and
supplies to maintain all the county facilities. Information Services has increased $1,236,777 with
$140,920 attributed to the 3.5 percent inflationary factor in the ACS contract. In addition, there is
$892,432 included in the budget for 7.5 new ACS positions. The positions are to deal with the
added workload and projects for 2014. The positions are three System Consulting Senior
Analysts, one System Consulting Analysts, one Technical Helpdesk Specialist, one Systems
Technician, one Information Management Senior Specialist, and a 0.5 FTE Information Security
Analysts. The GIS budget is up $85,400 primarily for the acquisition of new aerial imagery in
2014. Some areas of the county have not been updated for over 6-7 years.
Public safety functions are up $5,031,485 in the budget. The Sheriff increased costs in the
recommended budget by $1,072,557. Two Office Technician positions were added mid -year
due to the increased volume of concealed carry weapons permits. These costs were offset by
added revenue from the permits. An additional Polygraph Examiner/Applicant Coordinator is
included in the recommended budget due to the number of applicant screenings required. The
new Regional Forensic Lab facility opened in August, 2013, but because of grants and cost
sharing of the facility the opening is not impacting the 2014 budget. North Jail personnel
services costs increased by $496,693. This increase is based on the need for additional
operating capacity; adding six corrections officers ($396,346) and one security commander
($94,278) will allow for an increase in capacity of approximately 54 beds. In addition there is a
request to upgrade the Booking Manager position to grade 43 at a cost of $6,069. Increasing
capacity by 54 beds reflects the increase of $67,054 in inmate supplies. The jail will experience
some inflationary cost increases for medical services in 2014. In addition the medical provider is
requesting an additional $15,478 for two hours per week of a dentist and dental assistant and
$42,110 for 4 hours per week for additional psychiatrist for a total increase of $150,228. Other
professional services are also up for contracted food services ($46,864). Counting the 54 beds
currently there are 149 extra beds which allow the delay for any new jail construction until 2018-
2020 timeframe. The Community Corrections budget is up $179,599 with all costs being offset
by state revenues. Justice Services has requested one Pretrial Service Specialist position
($65,595) for Pretrial Services to handle anticipated workloads with passage of HB 13-1236
encouraging judges to rely less on monetary bond schedules, and to use Pretrial Services more.
Additional position will produce cost avoidance in the jail and generate approximately $5,000 in
service fees.
The Commissioners and Greeley City Council made a decision in midyear 2013, to transition to
a new organizational model where Weld County will assume the management of the Weld
County Regional Communication Center (WCRCC) to dispatch all Weld County public safety
entities, including Greeley, under the management of a Weld County Director of Public Safety
Communications. The City of Greeley will become a user of the WCRCC, like all other public
safety entities in Weld County, and pay accordingly. On the expense side of the budget all the
costs of the WCRCC are included in this budget. Of the total costs E911 will pay $1,816,158.
The personnel costs total $5,326,246 for 61 FTE that include 9 call takers, 40 dispatchers, 8
supervisors, MSAG position, Office Tech, Operations Manager, and Director. Staffing for
dispatchers and call takers is based upon a 12 hour shift model. The goal will be to move to an
132
8 hour shift model in 2015. Net costs for the WCRCC are up $1,971,401 primarily due to the
City of Greeley only paying as a user rather than sharing costs, additional staffing for the
WCRCC, and 2014 COLA and health insurance increases are included in the 2014
recommended budget. Communications development equipment is down $500,000 since a
funding reserve has been established in the E911 Fund and Capital Expenditure Fund for all
future communications equipment needs.
The General Fund's subsidy to the Public Health Department is up $212,990 due to health
insurance costs and anticipated salary increases. With the underfunding of the Weld County
Retirement Plan the Board has decided to reimburse the Retirement Fund for the administrative
costs of the plan. The administrative costs include the investment fees and other administrative
costs. Annually the costs are $1,000,000. The county stopped paying the fees in the 1980's, so
the $10,000,000 in the recommended budget is to not only pay the current fees, but reimburse
for the years that the General Fund did not pay due to surplus funding. The level of funding for
this purpose can be reduced in years where the property tax revenues from oil and gas fluctuate
downward. An increase of $1,620,906 is included for other General Fund departments' health
insurance costs, and anticipated salary increases of 2.5 percent in 2014.
The available resources to the General Fund are $118,630,101 compared to $103,043,583 in
2013, up $15,586,518. Property taxes are budgeted at $81,774,134, up $10,657,518. Revenue
from interest earnings remain at $1,100,000 for 2014, as interest rates are projected to remain
low through 2014. Planning and Building Inspection fees are up $600,000 primarily due to all
the new oil and gas activity in the County and some upturn in development. Intergovernmental
revenues are up $216,125 primarily due to higher Community Correction grants of $179,599.
Charges for Services are up $2,293,982 primarily from charges related to the WCRCC with the
new management model. The Treasurer's fees are anticipated to be up $970,000 due under
estimations in the past and increased property tax collection fees from other county taxing
jurisdictions. Revenue from Clerk and Recorder fees are up $300,000 as vehicle sales have
recovered. All other revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $10,000,000 for 2014. An estimated ending
fund balance of $10,572,664 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. This fund balance amount is consistent
with the anticipated ending fund balances for the last few years. It is prudent fiscal
management for Weld County to maintain an anticipated fund balance of this level to respond to
unforeseen needs of the citizens of Weld County in 2014 and future years.
133
Summary of Revenue, p. 1
134
Summary of Revenue, p. 2
135
GENERAL FUND
SUMMARY OF REVENUES
2014
2012 2013 2013 2013
Fund Org Acct Account Title
Budget Request Recommend Final
TAXES
90100 4112 CURRENT PROPERTY TAXES 71,116,616 81,774,134 81,774,134 0
90100 4116 PROPERTY TAX ADJUSTMENT (116,617) 0 0 0
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 116,617 0 0 0
1000 90100 4150 TOBACCO PRODUCTS 60,000 150,000 150,000 0
TOTAL TAXES 71,176,616 81,924,134 81,924,134 0
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE
1000 17100 4221 PERMITS
1000 25100 4222 BUILDING
1000 25100 4224 ELECTRICAL
1000 25100 4226 PLAN CHECK
TOTAL LICENSES AND PERMITS
5,500 6,000 6,000 0
375,000 375,000 375,000 0
1,000,000 1,200,000 1,200,000 0
200,000 400,000 400,000 0
300,000 500,000 500,000 0
1,880,500 2,481,000 2,481,000 0
INTERGOVERNMENTAL
1000 90100 4318 PAYMENT IN LIEU OF TAXES 3,000 2,000 2,000 0
1000 15100 4336 REIMBURSEMENTS 120,280 120,280 120,280 0
1000 21210 4336 REIMBURSEMENTS 10,000 25,000 25,000 0
1000 24410 4336 REIMBURSEMENTS 16,000 16,000 16,000 0
1000 15200 4340 GRANTS 65,030 65,030 65,030 0
1000 15300 4340 GRANTS 163,000 144,000 144,000 0
1120 15300 4340 GRANTS 35,418 39,784 39,784 0
1130 15300 4340 GRANTS 125,755 125,755 125,755 0
114006 15300 4340 GRANTS 16,180 16,180 16,180 0
1000 21300 4340 GRANTS 87,877 60,800 60,800 0
1000 24200 4340 GRANTS 95,749 102,656 102,656 0
116012 24220 4340 GRANTS 2,318,709 0 0 0
116013 24220 4340 GRANTS 0 2,566,400 2,566,400 0
116512 24220 4340 GRANTS 75,000 0 0 0
1000 26200 4340 GRANTS 70,500 70,500 70,500 0
1000 96400 4340 GRANTS 2,400 2,400 2,400 0
-'1 90100 4352 THORNTON 49,076 54,000 54,000
90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 493,941 493,941 493,941 0
1000 21200 4354 CITIES AND TOWNS 31,040 31,040 31,040 0
1000 21300 4354 CITIES AND TOWNS 8,200 2,000 2,000 0
1000 24410 4354 CITIES AND TOWNS 225,000 250,000 250,000 0
1000 90100 4357 SOUTH FIRESTONE URA 4,087 4,087 4,087 0
TOTAL INTERGOVERNMENTAL 4,016,242 4,191,853 4,191,853 0
CHARGE FOR SERVICES
1000 10400 4410 CHARGE FOR SERVICES
1000 11200 4410 CHARGE FOR SERVICES
1000 15100 4410 CHARGE FOR SERVICES
1000 15200 4410 CHARGE FOR SERVICES
1000 17350 4410 CHARGE FOR SERVICES
1000 17600 4410 CHARGE FOR SERVICES
1000 21100 4410 CHARGE FOR SERVICES
1000 21220 4410 CHARGE FOR SERVICES
1000 22100 4410 CHARGE FOR SERVICES
1000 22400 4410 CHARGE FOR SERVICES
1000 24100 4410 CHARGE FOR SERVICES
1000 24150 4410 CHARGE FOR SERVICES
1000 24410 4410 CHARGE FOR SERVICES
1000 24420 4410 CHARGE FOR SERVICES
1000 26100 4410 CHARGE FOR SERVICES
1000 50100 4410 CHARGE FOR SERVICES
1000 90100 4410 CHARGE FOR SERVICES
1000 90100 4420 PARKING
1000 13100 4430 SALE OF SUPPLIES
1000 15100 4430 SALE OF SUPPLIES
1000 17100 4430 SALE OF SUPPLIES
1000 17600 4430 SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
6,324 5,949 5,949 0
300,000 70,000 70,000 0
35,000 35,000 35,000 0
0 7,000 7,000 0
50,000 50,000 50,000 0
243,500 243,500 243,500 0
295,007 463,500 463,500 0
956,653 956,653 956,653 0
504,583 2,523,231 2,523,231 0
0 312,991 312,991 0
25,000 25,000 25,000 0
0 14,000 14,000 0
327,200 332,500 332,500 0
960,400 964,325 964,325 0
6,000 6,000 6,000 0
2,600 2,000 2,000 0
6,000 600 600 0
23,500 23,500 23,500 0
500 500 500 0
85,000 85,000 85,000 0
1,000 1,000 1,000 0
34,000 34,000 34,000 0
3,862,267 6,156,249 6,156,249 0
�3 y
GENERAL FUND
SUMMARY OF REVENUES
2014
Fund Om Acct Account Title
FINES AND FORFIETURES
21210 4510 FINES
J 90100 4510 FINES
TOTAL FINES AND FORFIETURES
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS
1000 22100 4624 RENTS FROM BUILDINGS
1000 90100 4624 RENTS FROM BUILDINGS
1000 22100 4630 INDIRECT COST
1000 90100 4650 OVERHEAD
1000 21200 4670 REFUND OF EXPENDITURE
1000 21260 4670 REFUND OF EXPENDITURE
1000 23200 4680 OTHER
1000 96200 4680 OTHER
TOTAL MISCELLANEOUS
FEES
1000 12100 4720 ADVERTISING FEES
1000 10300 4730 OTHER FEES
1000 11100 4730 OTHER FEES
1000 12100 4730 OTHER FEES
1000 13100 4730 OTHER FEES
1000 15100 4730 OTHER FEES
1000 24410 4730 OTHER FEES
1000 90100 4740 FEES, CABLE FRANCHISE
TOTAL. FEES
TOTAL GENERAL FUND
2012 2013 2013 2013
Budget Request Recommend Final
272,500 272,500 272,500 0
31,000 32,000 32,000 0
303,500 304,500 304,500 0
1,100,000 1,100,000 1,100,000 0
39,140 54,096 54,096 0
478,306 478,306 478,306 0
117,654 0 0 0
1,997,263 1,936,618 1,936,618 0
10,000 10,000 10,000 0
134,595 134,595 134,595 0
500 500 500 0
250,000 0 0 0
4,127,458 3,714,115 3,714,115 0
50,000 35,000 35,000 0
125,000 42,500 42,500 0
5,700,000 6,000,000 6,000,000 0
2,530,000 3,500,000 3,500,000 0
40,000 40,000 40,000 0
2,000 2,000 2,000 0
170,000 186,750 186,750 0
60,000 52,000 52,000 0
8,677,000 9,858,250 9,858,250 0
94,043,583 108,630,101 108,630,101 0
,53
Summary of Expenditures, p. 1
136
GENERAL FUND
SUMMARY OF EXPENDITURES
2014
Fund
Orq Expenditure Function
2013 2014 2014 2014
Budget Request Recommend Final
GENERAL GOVERNMENT
10100 OFFICE OF THE BOARD 881,660 894,160 894,160 0
1000 10200 COUNTY ATTORNEY 782,260 792,139 792,139 0
1000 10400 CLERK TO THE BOARD 315,729 312,229 312,229 0
1000 11100 COUNTY CLERK 992,794 947,309 947,309 0
1000 11200 ELECTIONS AND REGISTRATION 1,157,749 1,561,605 1,561,605 0
1000 11300 MOTOR VEHICLE 2,180,446 2,188,646 2,188,646 0
1000 12100 TREASURER'S OFFICE 886,839 891,572 891,572 0
1000 13100 ASSESSOR 2,605,011 2,846,578 2,846,578 0
1000 14100 COUNTY COUNCIL 47,368 47,368 47,368 0
1000 15100 DISTRICT ATTORNEY 4,977,286 4,976,343 4,976,343 0
1000 15200 JUVENILE DIVERSION 96,518 96,518 96,518 0
1000 15300 VICTIM WITNESS 535,312 523,031 523,031 0
1120 15300 VICTIM WITNESS 35,418 39,784 39,784 0
1130 15300 VICTIM WITNESS 125,755 125,755 125,755 0
114006 15300 VICTIM WITNESS 16,180 16,180 16,180 0
1000 16100 FINANCE 530,585 530,385 530,385 0
1000 16200 ACCOUNTING 673,729 673,729 673,729 0
1000 16300 PURCHASING 245,605 250,837 250,837 0
1000 16400 PERSONNEL 711,348 814,348 814,348 0
1000 17100 PLANNING OFFICE 1,632,913 1,791,403 1,791,403 0
1000 17200 BUILDINGS AND GROUNDS 5,900,203 6,028,953 6,028,953 0
1000 17300 INFORMATION SERVICES 4,016,597 5,253,374 5,253,374 0
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 181,699 267,099 267,099 0
1000 17375 INOVATION AND TECHNOLOGY PROJECTS 2,000,000 2,000,000 2,000,000 0
1000 17600 PRINTING AND SUPPLY 347,967 347,967 347,967 0
TOTAL GENERAL GOVERMNENT 31,876,971 34,217,312 34,217,312 0
PUBLIC SAFETY
0 21100 SHERIFF ADMINISTRATION 1,832,313 2,048,950 2,048,950 0
,J00 21200 SHERIFF'S OPERATIONS 7,280,005 7,382,980 7,382,980 0
1000 21210 TRAFFIC CONTROL 1,067,483 1,061,171 1,061,171 0
1000 21220 MUNICIPAL CONTRACT SERVICES 877,782 877,782 877,782 0
1000 21230 ORDINANCE 88 ENFORCEMENT 206,342 209,104 209,104 0
1000 21260 REGIONAL LAB 318,340 317,683 317,683 0
1000 21300 VICTIM ADVOCATES 152,018 152,018 152,018 0
1000 21410 DRUG TASK FORCE 109,516 109,516 109,516 0
1000 22100 COMMUNICATIONS SERVICE 3,140,421 7,027,772 7,027,772 0
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 550,000 50,000 50,000 0
1000 22400 CRIMIAL JUSTICE SYSTEM 1,214,224 1,522,541 1,522,541 0
1000 23200 COUNTY CORONER 778,172 830,206 801,372 0
1000 24100 JUSTICE SERVICES 548,306 614,901 614,901 0
1000 24150 ADULT DIVERSION 51,593 51,593 51,593 0
1000 24200 COMMUNITY CORRECTIONS-ADMIN 95,749 102,656 102,656 0
116012 24220 COMMUNITY CORRECTIONS -SERVICES 2,318,709 0 0 0
116013 24220 COMMUNITY CORRECTIONS -SERVICES 0 2,566,400 2,566,400 0
116512 24220 COMMUNITY CORRECTIONS -SERVICES 75,000 0 0 0
1000 24410 NORTH JAIL COMPLEX 19,014,275 19,780,199 19,780,199 0
1000 24420 CENTENNIAL JAIL 3,762,109 3,868,902 3,753,337 0
1000 25100 BUILDING INSPECTION 1,157,661 1,130,743 1,130,743 0
1000 26100 WEED AND PEST 790,370 800,495 800,495 0
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 228,833 239,493 239,493 0
TOTAL PUBLIC SAFETY 45,569,221 50,745,105 50,600,706 0
PUBLIC WORKS
1000 31100 ENGINEERING
CULTURE AND RECURATION
/J00 50100 MISSILE PARK
1000 50200 PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
2,575,851 2,575,346 2,575,346
86,425 81,425 81,425 0
29,000 29,000 29,000 0
115,425 110,425 110,425 0
Summary of Expenditures, p. 2
137
GENERAL FUND
SUMMARY OF EXPENDITURES
2014
Fund Orq Expenditure Function
HEALTH AND WELFARE
56110 SENIOR PROGRAMS
1000 56120 WASTE WATER
1000 56130 DEVELOPMENTALLY DISABLED
1000 56140 MENTAL HEALTH
1000 . 56150 A KID'S PLACE
1000 56160 COUNTY CONTRIBUTIONS
1000 56160 COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
2013 2014 2014 2014
Budget Request Recommend Final
13,000 13,000 13,000
10,000 10,000 10,000
38,225 100,000 38,225
203,225 203,225 203,225
6,780 7,942 6,780
5,000,000 10,000,000 10,000,000
3,673,824 3,886,814 3,886,814
8,945,054 14,220, 981 14,158, 044
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 114,700 165,000 144,700
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL
1000 90150 COMMUNITY AGENCIES GRANTS
1000 96100 EXTENSION
1000 96200 FAIR
1000 96400 VETERANS
1000 96500 ISLAND GROVE BUILDINGS
1000 96600 ASSET AND RESOURCE MANAGEMENT
1000 99999 SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
0
0
0
0
0
0
0
0
542,500 700,535 700,535 0
39,881 232,060 67,475 0
335,432 335,432 335,432 0
326,660 106,680 106,680 0
63,415 82,795 82,795 0
87,075 92,990 92,990 0
3,273,018 3,243,891 3,243,891 0
0 1,620,906 1,620,906 0
4,667,981 6,415,289 6,250,704 0
93,865,203 108,449,458 108,057,237 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major
department is overseen by one Commissioner, with each Commissioner serving as an assistant
in another area, on a rotating basis each year. Statutory duties also include sitting as the Board
of Equalization to hear appeals on tax assessments; sitting as the County Board of Social
Services; and filling, by appointment, all vacancies in county offices except the Board of
Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 777,957
$ 766,810
$ 766,810
$ 766,810
Supplies
8,447
1,700
1,700
1,700
Purchased Services
113,100
113,150
125,650
125,650
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 899,504
$ 881,660
$ 894,160
$ 894,160
Revenue
0
0
0
0
Net County Cost
$ 899,504
$ 881,660
$ 894,160
$ 894,160
Budgeted Positions
6
7
7
7
SUMMARY OF CHANGES: The only changes in the budget are the increase in dues for
Colorado Counties, Inc. (CCI) of $12,000, and $500 for dues to the National Emergency
Number Association (NENA). All other line items remain the same.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
138
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.225 0.259
$3.38 $3.26
0.254
$3.25
Goal ES1: Enable County departments and its service partners to deliver quality customer service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES1-1: Clearly-
defined performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ES1-2: Conveniently
accessed and easy -to-
use services
ES1-3: Unity of
County service
delivery
ESI-4: Satisfied
customers
Resident and visitor satisfaction
feedback with County services
High
High
High
Goal ES2: Enhance community access to reliable information regarding services and County government
issues.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES2-1: Easily
accessible information
regarding County
services and programs
(priority outcome)
Community satisfaction with
information availability
Customers awareness of services
provided by Weld County government
High
High
High
High
High
High
ES2-2: Positive image
of County government
Percent of residents with a positive
image of Weld County government
90%
90%
90%
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
County regulations. The three full-time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 636,861
$ 676,167
$ 686,190
$ 686,190
Supplies
4,303
2,000
2,000
2,000
Purchased Services
177,758
104,093
103,949
103,949
Fixed Charges
202
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 819,124
$ 782,260
$ 792,139
$ 792,139
Revenue
586
0
0
0
Net County Cost
$ 818,538
$ 782,260
$ 792,139
$ 792,139
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Personnel services are up $10,023 for the upgrade of an Assistant
County Attorney IV to an Assistant County Attorney V. Purchased services are down $144 with
the costs of legal publication subscriptions down $5,000, and charge back from Clerk to the
Board being down $375 at $5,949. There are increase of $1,731 for phones, $3,000 for legal
services, and $500 for travel and meetings.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
upgrade of the Assistant County Attorney IV to an Assistant County Attorney V. The position
has reached the experience level justifying the upgrade.
BOARD ACTION:
140
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# of new requests for legal assistance 471 480 500
# of new mental health cases 68 70 70
# of new code violations 114 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $3.08 $2.89
Number of agenda requests/D&N/mental
cases per FTE
0.188
175
0.185
175
0.182
$2.88
175
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES3-1: Efficient
and effective legal
representation of
Weld County
Client satisfaction of elected officials and
department heads
99%
99%
99%
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the County as
prescribed in Section 38-37-101, C.R.S., et. seq. Salaries and operating costs are funded by
public trustee fees outside of County budget.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
239,161
125,000
42,500
42,500
Net County Cost
$ - 239,161
$ -125,000
$ - 42,500
$ - 42,500
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Per Section 37-37-104(3), C.R.S., all expenses of the office are to
be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are to be
maintained in a special reserve fund until one year's operating costs are accumulated. It is
anticipated that excess revenue, in the amount of $42,500, will be transferred to the General
Fund in 2014. The amount is $82,500 less than 2013 based upon anticipated drop in
foreclosure and refinancing activity.
In 2012 HB 12-1329 was approved and now requires the Public Trustee to prepare and submit
an annual budget to the Board of County Commissioners for review. It also subjects the Public
Trustee's offices to a biannual audit and requires the Public Trustee to comply with the state
and/or the county procurement process.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Weld County
Public Trustee's office has always submitted the office's budget to the county. HB 12-1329
states that the budget shall be "reviewed" by the Board of county Commissioners, but does not
state "approved". HB 12-1329 does not appear to change what has been the practice in Weld
County for some time.
142
PUBLIC TRUSTEE
BUDGET 2014
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
Temporary Labor
FICA Contribution
SUTA Taxes
Retirement Plans
Medical Insurance
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
IT Support
Office Supplies
Postage
Printing
Telephone/Utilities
Travel/Mileage
Total Operating
Capital Outlay:
Computer Hardware
Total Capital Outlay
$ 285,000
250,000
1,600
$ 536.600
$ 72,500
162,000
4,000
17,000
600
10,000
90,000
6,000
$ 362,100
$ 24,000
32,000
5,000
15,000
7,000
15,000
17,000
5,000
4,500
4,000
$ 128,500
3,500
3,500
Total Expenses $ 494,100
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 42.500
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners, retains all records of the Board, and processes liquor licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 250,471
$ 287,953
$ 287,953
$ 287,953
Supplies
54,308
26,000
22,300
22,300
Purchased Services
4,798
8,100
7,925
7,925
Fixed Charges
-11,214
- 6,324
- 5,949
- 5,949
Capital
5,000
0
0
0
Gross County Cost
$ 303,363
$ 315,729
$ 312,229
$ 312,229
Revenue
11,698
6,324
5,949
5,949
Net County Cost
$ 291,665
$ 309,405
$ 306,280
$ 306,280
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: The chargeback for backup clerical support for the County
Attorney is $5,949. Revenue for the chargeback to Phone Services is $5,949. Both are down
due to the lower salary of the position doing the backup function. Supplies are down $3,700
because there is no microfilming needed in 2014. Purchased Services are down $175 due to
lower postage costs as more items are emailed, and repair of equipment has been reduced.
The reductions are offset by advertising and notices being up $500.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
144
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 180 200 200
Number of images optically scanned 58,161 60,000 60,000
Number of BOE appeals processed 35 750 50
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per meeting/hearing
0.188
$1.11
$1,620.36
0.185
$1.14
$1,547.03
Goal ES4: To improve service, increase efficiency and provide greater information access and exchange
between the County Commissioners and the citizens of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES4-l: User
friendly
government
information and
services
Percent of users (residents, visitors,
employees, etc.) satisfied with services
and information
99%
99%
99%
ES4-2: Timeliness
of provision of
public records
Percent of Commissioner and
departmental records (current and
historical) electronically scanned and
available upon request or accessible via
Tyler Web
99%
99%
99%
ES4-3: Processing
of, and access to,
records of County-
owned mineral
interests
Percent of records which are accurately
prepared for auction, or oil and gas
revenues which are received for
processing
99%
99%
99%
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMENDN
EXT FY
Personnel Services
$ 734,300
$ 744,109
$ 744,109
$ 744,109
Supplies
73,795
118,795
107,475
107,475
Purchased Services
55,166
114,890
80,725
80,725
Fixed Charges
12,745
15,000
15,000
15,000
Capital
0
0
0
0
Gross County Cost
$ 876,006
$ 992,794
$ 947,309
$ 947,309
Revenue
6,034,798
5,700,000
6,000,000
6,000,000
Net County Cost
$ - 5,158,792
$ - 4,707,206
$ - 5,052,691
$ - 5,052,691
Budgeted Positions
8 FTE Recording
3 FTE Admin.
8 FTE Recording
3 FTE Admin.
8 FTE Recording
3 FTE Admin.
8 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: Computer software is up $3,680, offset by a drop in office supplies
of $15,000 and postage of $34,165. Revenues are up $300,000 due to motor vehicle sales and
recording activity.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
146
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 84,126 88,990 97,889
Number of copies produced 642,237 432,330 475,563
Number of marriage licenses issued 1,637 1,522 1,674
Number of civil union licenses issued N/A 60 66
Efficiency Measures
FTE's per 10,000/capita — Recording
Per capita contribution
Number of documents recorded per FTE
0.301 0.296
$3.29 $3.67
10,516 11,124
0.291
$3.44
12,236
Goal ES5: Ensure statutory requirements and regulations governing the recording, indexing, imaging and
electronic archiving. To be accountable and responsible to the public's needs. Ensure that the citizens
receive professiona , timely and quality service at all times.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES5-1: Receive
documents for
recording and
electronic
recording
100% accuracy with
indexing and verification
99.5%
99.5%
99.5%
ES5-2: Educate
citizens on the
research process
Posted educational signs
Website updates
15
4
15
4
15
4
ES5-3: Provide
access for copies
Customer satisfaction
0 complaints
0 complaints
0 complaints
147
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues certificates
of registration for proof of age and citizenship for international travel, services municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 560,576
$ 470,753
$ 709,501
$ 709,501
Supplies
421,690
316,133
569,190
569,190
Purchased Services
144,539
359,189
267,160
267,160
Fixed Charges
11,774
11,674
15,754
15,754
Capital
0
0
0
0
Gross County Cost
$ 1,138,579
$ 1,157,749
$ 1,561,605
$ 1,561,605
Revenue
267,579
300,000
70,000
70,000
Net County Cost
$ 871,000
$ 857,749
$ 1,491,605
$ 1,491,605
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Budgeted expenses have been increased $403,856 to support a
Primary and General Election in 2014. This budget assumes that current election equipment
can be used in 2014. Revenue is estimated at $70,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
148
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 358,984 524,980 577,478
Revenue generated from elections $267,579 $300,000 $70,000
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
0.188 0.185 0.182
$4.28 $4.28 $5.42
71,797 104,996 115,496
Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Vote Center
voting, Mail -In Ballots, Early voting or Provisional voting. Register all voters that have a desire to vote and
allow them to cast a ballot at the time of the election. Provide a Vote Center that is organized, safe and free of
influence. Maintain a staff of highly -trained professionals who have the responsibility for the administration
of the election office and all duties charged to the office.
DESIRED
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES6-1:
Opportunities for
every eligible
registered voter to
conveniently cast a
vote
100% of vote centers are ADA compliant
100%
100%
100%
ES6-2: Votes
100% accuracy between votes cast and votes
counted and
reported accurately
and in a timely
manner
reported
99.9%
99.9%
99.9%
ES6-3: Integrity
of voter records
maintained
100% accuracy between votes cast and votes
reported
100%
100%
100%
ES6-4: Educated
voters
Measured by the percent of voter turn -out
90%
90%
90%
ES6-3: Voter
Outreach
Press Releases
Direct Mailings
8
8
8
8
8
8
Website announcements
4
4
4
149
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership
tax, sales tax, and files chattel mortgages on motor vehicles, processes title applications,
maintains files on all titles and license plates issued in Weld County, and provides law
enforcement agencies with vehicle registration information.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,875,584
$ 2,007,205
$ 2,007,205
$ 2,007,205
Supplies
24,024
15,720
16,720
16,720
Purchased Services
163,824
157,521
164,721
164,721
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,063,432
$ 2,180,446
$ 2,188.646
$ 2,188.646
Revenue
0
0
0
0
Net County Cost
$ 2,063,432
$ 2,180,446
$ 2,188,646
$ 2,188,646
Budgeted Positions
32 Full-time
4 Part-time
35 Full-time
3 Part-time
35 Full-time
3 Part-time
35 Full-time
3 Part-time
SUMMARY OF CHANGES: Office supplies are up $1,000, and phone costs are up $7,200. No
other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
150
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 537,483 545,424 599,966
FORT LUPTON BRANCH OFFICE: Number 139 170 187
of marriage licenses issued
FORT LUPTON BRANCH OFFICE: Number N/A 20 22
of civil union licenses issued
DEL CAMINO BRANCH OFFICE: Number of
marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of
civil union licenses issued
231 211 232
N/A
60 66
Efficiency Measures
FTE'S per 10,000/capita — DMV 1.20 1.30
Per capita cost $7.75 $8.06
Number of titles/registrations issued per FTE 16,796 15,584
1.27
$7.95
17,142
Goal ES7: Ensure every motor vehicle is properly titled and registered according to current Colorado laws.
To be accountable and responsible to the public's needs within the guidelines of the law. Ensure that the
citizens receive professional, timely and quality service at all times.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES7-1: Receive
documents for
titling and
registering
100% accuracy with
indexing and verification
Customer satisfaction
99%
0 complaints
99%
0 complaints
99%
0 complaints
ES7-2: Educate
customers (public,
dealers, banks, title
clerks, etc.)
Press releases
Website updates
Posting of educational signs
4
4
15
4
4
15
4
4
15
151
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the
county, and invests reserve funds as allowed by statute and approved by the Board of
Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 559,388
$ 605,642
$ 605,642
$ 605,642
Supplies
122,651
37,700
59,500
59,500
Purchased Services
154,976
243,497
226,430
226,430
Fixed Charges
852
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 837,867
$ 886,839
$ 891,572
$ 891,572
Revenue
2,749,622
2,580,000
3,535,000
3,535,000
Net County Cost
$ - 1,911,755
$ - 1,693,161
$ - 2,643,428
$ - 2,643,428
Budgeted Positions
10
10
10
10
SUMMARY OF CHANGES: Contract services for banking are down $12,505, other
professional service $5,000, postage $562, and other supplies $200 are also down. Computer
software is up $21,000 and small items of equipment are up $1,000.
Revenues are budgeted at $35,000 for advertising, and Treasurer's fees are $3,500,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
152
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $383M $454M $488M
Miscellaneous Revenue Collected $72M $72M $72M
Investments $107M $110M $120M
Efficiency Measures
FTE's per 10,000/capita
Per capita expenditure
.376
$3.15
.370
$3.28
.363
$3.24
Goal ESS: To provide County treasury and tax collection services in the most accurate, efficient and cost-
effective manner possible.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES8-1: Effective
and cost-efficient
County tax
collection
Cost per tax bill
Number of tax bills per FTE
Redistribute certain inefficient seasonal
work to existing staff
$4.96
17,400
$4.95
17,400
$5.12
17,400
ES8-2: Investments
that are safe, liquid
and deliver the best
yield possible — in
that order
Return on investments
1.20%
0.81%
1.00%
153
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and
personal property in Weld County; maintains accurate public records, including ownership
history, parcel values and parcel maps; completes appraisals of all real and personal property
using statutory mandates and mass appraisal techniques; completes statutory reports and
certifications for Weld County taxing authorities for use in the property tax system; and
completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,201,432
$ 2,359,215
$ 2,421,782
$ 2,421,782
Supplies
271,242
55,296
55,296
55,296
Purchased Services
89,247
190,500
169,500
169,500
Fixed Charges
811
0
0
0
Capital
13,967
0
0
0
Gross County Cost
$ 2,576,699
$ 2,605,011
$ 2,646,578
$ 2,646,578
Revenue
38,936
40,500
40,500
40,500
Net County Cost
$ 2,537,763
$ 2,564,511
$ 2,606,078
$ 2,606,078
Budgeted Positions
32.5
33.5
34.5
34.5
SUMMARY OF CHANGES: The Assessor is requesting one FTE, Assistant Analyst (Grade
30), primarily because of oil and gas issues. Postage and printing have been reduced by
$30,000 because 2014 is an intervening year. The office is requesting additional dollars, $9000
for subscriptions and memberships because of increased costs for MLS and IRES and other
necessary data sources for appraisal information. Revenues remain the same.
FINANCE/ADMINISTRATION RECOMMENDATION: The additional Assistant Analyst position
($62,567) is recommended. The Assessor continues to experience an increase in growth in
workloads throughout the office. New parcels are continuing to enter the workflow. In addition
the office continues to see an uptick in new construction and sales activity as we begin to see
the effects of the Great Recession diminish. The office continues to seek ways to apply more
efficient procedures and practices to absorb this workload, but the additional Assistant Analyst
position is justified. If the incumbent of a 0.5 FTE Assistant Analyst position on leave does not
return to work, the 0.5 Assistant Analyst position will not be filled in the final budget, so the net
increase would only be 0.5 FTE. The $9,000 for increased costs for MLS and IRES and other
necessary data sources for appraisal information is also necessary and recommended.
BOARD ACTION:
154
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 210,000 210,000 213,000
property and SA)
Telephone Calls Answered 30,000 30,000 28,000
Number of administrative updates to database 135,000 135,000 140,000
Number of walk-ins requesting assistance 2,500 3,000 3000
Number of Property Inspections 8,000 8,000 9000
Sales Verification 8,000 8,000 9000
Efficiency Measures
FTE's per 10,000/capita 1.26 1.24 1.25
Per capita cost (county support) $9.54 $9.48 $9.47
Cost per parcel $12.08 $12.21 $12.24
Parcels Per FTE 6,461 6,461 6,173
Effectiveness Measures (desired results)
Deed Processing Time (days) 5 5 5
Requests for Information per FTE 1,000 1,015 800
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to 100% 100% 100%
Market value
155
ASSESSOR
(CONTINUED)
1000-13100
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing
authorities.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ADJUST
ESTIMATED
PROJECTED
ES9-1: Effective
County property
valuation
Complete submission of the tax warrant
by the January 10th statutory date
Compliance with all statutory deadlines
and requirements
Successful report on the annual study
audit for Assessors
100%
100%
100%
ES9-2: User
friendly e-
government
sharing for
assessment and
property data
Percent of users satisfied with
electronic/technology access to services
and information
Percent of operations, services and
programs available through website
access
100%
100%
100%
156
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five
member, unsalaried County Council chosen in non-partisan elections. Major responsibilities of
the Council are setting salaries of all elected officials, filling vacancies in the Board of County
Commissioners, reviewing county government and making periodic reports to the citizens, and
authorizing an increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 10,644
$ 18,402
$ 18,402
$ 18,402
Supplies
1,122
300
300
300
Purchased Services
3,125
28,666
28,666
28,666
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 14,891
$ 47,368
$ 47,368
$ 47,368
Revenue
0
0
0
0
Net County Cost
$ 14,891
$ 47,368
$ 47,368
$ 47,368
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
157
Graph - Seven Year Trend, District Attorney
158
SEVEN YEAR TREND
District Attorney
5.2
2007 2008
2009
2010
79)1 P
2011
2012
2013
Graph - Seven Year Trend, DA Local Cost
159
SEVEN YEAR TREND
District Attorney Local Cost
4.8
4.7
4.6
4.5
4.4
f/1
2
7, 4.3
4.2
4.1
4
3.9
3.8
2007
2008
2009
2010
2011
2012
2013
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or
investigation and complaint of law enforcement agencies; answers all criminal complaints of the
people; handles such civil matters as juvenile actions and non-support actions; serves as
attorney for all county officers, except the County Commissioners; handles consumer fraud and
welfare fraud complaints.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 4,523,993
$ 4,668,186
$ 4,686,243
$ 4,686,243
Supplies
98,276
70,000
70,000
70,000
Purchased Services
203,102
239,100
220,100
220,100
Fixed Charges
9,228
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,834,599
$ 4,977,286
$ 4,976,343
$ 4,976,343
Revenue
241,218
242,280
242,280
242,280
Net County Cost
$ 4,593,381
$ 4,735,006
$ 4,734,063
$ 4,734,063
Budgeted Positions
55.125
55.625
55.625
55.625
SUMMARY OF CHANGES: The District Attorney is making the following personnel requests:
• Reclassification of Investigator -Special (Grade 31) to an Investigator II (Grade 40)
(increase $12,053) to restore the position to its original grade. The savings was used for
a part-time investigator, which should be eliminated if this request is approved.
• Reclassification of Deputy District Attorney I (Grade 37) to a Deputy District Attorney III
(Grade 49) ( increase $18,252) for juvenile justice system.
• Reclassification of a Deputy District Attorney II (Grade 43) to a Deputy District Attorney
III (Grade 49) (increase $9,820) for juvenile justice system.
• Reclassification of a Deputy District Attorney II (Grade 43) to a Paralegal II (Grade 25)
(decrease $22,068). This downgrade is help to offset costs of the above upgrades to the
Deputy District Attorney positions. Paralegal will be responsible for trial support.
160
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
FINANCE/ADMINISTRATION RECOMMENDATION: Purchased services have been reduced
in total by $19,000. Travel, contract services, printing, and maintenance and repair have each
been reduced by $5,000 with an offsetting $1,000 increase for vehicle costs. The DA is also
requesting an additional vehicle for a pool vehicle for investigators. No other changes in
expenditures. The requested 2014 budget is $943 less than 2013, even with the personnel
changes requested.
Revenues are unchanged from 2013.
Reclassification of the Investigator -Special (Grade 31) to an Investigator II (Grade 40) is
recommended for pay equity and to recognize the professional growth of the person. As cited
above the savings was used for a part-time investigator, which should be eliminated if this
request is approved.
Funding for the reclassification of the two Deputy District Attorney positions to Deputy District
Attorney III positions is included in the recommended budget. The DA makes a good case for
the reclassifications to properly staff the Juvenile Court Division with qualified attorneys with the
changes taking place in the juvenile criminal justice system, such as the Restorative Justice
program. In addition there is a need for experienced prosecutors to aggressively prosecute
those juvenile offenders who are deemed ineligible for the Restorative Justice Program or
traditional diversion programs. The DA feels this aggressive prosecution is essential to ensure
that proper sentences and sanctions are imposed on the more violent offenders in the hopes of
decreasing recidivism. Policy issue.
In an effort to reduce the impact on the county financially of the other upgrades, the DA would
like to reclassify one current Deputy District Attorney II position to a Paralegal position saving
$22,068. The position would be responsible for trial support on the more significant cases
prosecuted in District Court. The reclassification is recommended.
Vehicle to be used as pooled car for Investigations unit is not recommended since the same
request was denied in the 2013 budget process by the Board. Policy issue.
BOARD ACTION:
161
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA1: Systematic reduction of gang violence in our community.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA1-1:
Increase
incarceration for
identified gang
members
80% of identified gang members will
receive sentences which include
incarceration
Gang Chief will take to trial 8-10 gang
cases
85%
85%
85%
PSDA1-2:
Increase public
awareness of court
successes against
known, tracked
gang members
Press releases will be completed in every
case where a gang member is sentenced to
lengthy incarceration
Press releases will be completed in every
case where a gang member is convicted of
an offense at trial
12
100%
100%
PSDA1-3:
Educate the
judiciary on
defendants who
are known, tracked
gang members
Gang sentencing motions will be filed in
all cases where sentencing is left to the
discretion of the court
15
20
20
Goal PSDA2: Systematic reduction of traffic fatalities in Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA2-1: Obtain
incarceration for
identified
persistent drunk
drivers
100% of identified persistent drunk drivers
will receive sentences which include
incarceration following a plea of guilty or
conviction.
100%
100%
100%
PSDA2-2:
Educate the
judiciary on
defendants who
are habitual traffic
offenders
In all cases where sentencing is left to the
discretion of the court, the deputy district
attorney will detail the defendant's driving
history for the court's consideration
100%
100%
100%
PSDA2-3: Active
participation in
Weld County and
statewide DUI
task force
Identification of all HTO defendants in
Weld County for targeted enforcement
Suggest on -going legislative changes
necessary to accomplish the above goals
Continued
efforts
through DUI
task forces
Continued
efforts through
DUI task
forces
Continued
efforts through
DUI task
forces
162
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA3: Reduction of recidivism of charged offenders.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA3-1:
Reduction of
juvenile offenders
before and after
adjudication
Reduction in recidivism by juvenile
offenders through intervention by the
Juvenile Diversion Program.
95%
successful
completion of
Juvenile
Diversion
95%
97%
PSDA3-2:
Increased
sentences for
habitual offenders
The District Attorney's Office will
identify and prosecute 10-12 habitual
criminal cases annually
10
10-12
10-12
Goal PSDA4: Increase communication with the public and other customers of the District Attorney's Office.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA4-1:
Increased
community
awareness of
information
resources
Increased level of community satisfaction
with information sharing and accessibility
of information
n/a
Ongoing
Ongoing
PSDA4-2:
Reduction of
complaints
regarding lack of
timely
communication
Elimination complaints regarding
communication
n/a
Ongoing
Ongoing
Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA5-1:
Elimination of
"paper files" in
lieu of electronic
files
All new files will be in electronic form by
the end of 2010
Ongoing
files are stored
electronically,
but an
adequate case
management
system is
being sought
Ongoing
Ongoing
163
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to
reduce the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 89,132
$ 93,018
$ 93,018
$ 93,018
Supplies
305
500
500
500
Purchased Services
1,451
3,000
3,000
3,000
Gross County Cost
$ 90,888
$ 96,518
$ 96,518
$ 96,518
Revenue
42,327
65,030
72,030
72,030
Net County Cost
$ 48,561
$ 31,488
$ 24,488
$ 24,488
Budgeted Positions
1.25
1
1
1
SUMMARY OF CHANGES: No changes requested in expenditures. In March of 2013, the
Juvenile Diversion program implemented a $50 program fee, assessed to juveniles who enter
into the program. Based on past years' numbers, if the program continue to assess a $50
program fee for participating youth, the department can conservatively estimate increased
revenue of approximately $7000. This is in addition to grant revenue of $65,030
HB 13-1254 named the Weld County District Attorney's Office as a pilot jurisdiction for a
Restorative Justice Diversion Program. The program is an expansion of the existing Juvenile
Diversion program. The existing program can handle 150 juveniles per year with the one staff
person. The pilot Restorative Justice Diversion Program legislation specifies two funding
streams for the program. The first is a $10 offender surcharge to be assessed to all criminal
cases. The funds from this surcharge will be appropriated each year by the state legislature to
fund the program. In addition the legislation states that a $125 program fee will be assessed to
juveniles who participate in the program, subject to a determination of indigency
The DA is requesting that the Board authorize a full-time case manager position to work on the
Restorative Justice Diversion Program. However, he is not requesting that it be county funded,
rather it be funded with funds from the above referenced state grant funds and program fees. If
any matching county funds are required the DA will seek further Board approval.
164
JUVENILE DIVERSION
(CONTINUED)
1000-15200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend that the case manager
position for the Restorative Justice Diversion Program be approved contingent upon approval of
funding from the state. Once the funding is approved a supplemental appropriation will be made
in mid -2014 and the position authorized to be filled when funding is secured. All other items of
the budget are recommended as requested.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of Budget Unit 1000-15100.
165
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for
victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement,
Crime Victim Compensation and the Victims Rights Amendment. The VW Program provides
services to all victims/witnesses involved in cases being prosecuted through the DA Office.
Crime Victim Compensation provides services to any crime victim who has filed a police report.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 645,787
$ 676,401
$ 676,401
$ 676,401
Supplies
1,097
1,500
1,100
1,100
Purchased Services
22,862
34,764
27,249
27,249
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 669,746
$ 712,665
$ 704,750
$ 704,750
Revenue
285,871
340,353
325,719
325,719
Net County Cost
$ 383,875
$ 372,312
$ 379,031
$ 379,031
Budgeted Positions
11.625
10.625
10.625
10.625
SUMMARY OF CHANGES: Due to reductions in grant funding office supplies were reduced
$400. Travel is down $10,490, due to the decrease paid by VALE Scholarships for COVA and
COMP/VALE Conferences. Postage is up $515 for mailings to victims. Printing is up $1,285.
Phones are up $1,175 based upon usage.
Revenue for the program comes from the following grants: VALE ($125,755); VOCA ($39,784);
and VAWA ($16,180); Administrative funds from VALE ($88,000), and COMP ($53,000). VALE
Scholarships for COVA and COMP/VALE Conferences ($3,000).Total revenue is $325,719
down $14,634. The VALE administration grant decreased $12,000, and the project grant
increased $4,366. The VALE Scholarship grant decreased $7,000. Net county costs are up
$6,719. The overage in VALE and COMP administrative funds was depleted in 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS:
166
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 500,404
$ 521,875
$ 521,875
$ 521,875
Supplies
1,674
250
1,000
1,000
Purchased Services
9,340
8,460
7,510
7,510
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 511,418
$ 530,585
$ 530,385
$ 530,385
Revenue
0
0
0
0
Net County Cost
$ 511,418
$ 530,585
$ 530,385
$ 530,385
Budgeted Positions
3.75
1.75
1.75
1.75
SUMMARY OF CHANGES: Line items were adjusted to reflect historical expenditure patterns
resulting in a $200 reduction in costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
167
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 3.52% 3.00% 3.00%
Budgeted fund balance vs. actual variance 3.52% 3.00% 3.00%
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
0.066
$1.92
0.065
$1.96
0.064
$1.93
Goal ES10: Ensure the financial viability of the County through sound financial management practices.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES10-1: Sound
asset management
and financial
investment
strategies
Number of audit exceptions
Return on investments
0
1.75%
0
2.25%
0
2.25%
ES10-2: Plan
necessary
resources to meet
current and future
operating and
capital needs
(priority outcome)
Percent of cash reserves
48%
40%
40%
Goal ES11: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES11-1:
Alignment of
services provided
with community's
needs and desires
Percent of strategic plan outcomes with
appropriate performance indicators
Community satisfaction with value of
County services for tax dollars paid
100%
95%
100%
95%
100%
95%
168
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions, and must maintain and produce accurate records for various departments'
use to allow proper budgetary control. Maintains records for grants in the County, and assists in
the annual audit by an independent auditor. Issues County warrants and provides budgetary
control by processing supplemental appropriations, etcetera.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 518,273
$ 523,729
$ 523,729
$ 523,729
Supplies
93,848
118,000
108,000
108,000
Purchased Services
22,526
32,000
33,000
33,000
Fixed Charges
-211
0
0
0
Capital
0
0
9,000
9,000
Gross County Cost
$ 634,436
$ 673,729
$ 673,729
$ 673,729
Revenue
0
0
0
0
Net County Cost
$ 634,436
$ 673,729
$ 673,729
$ 673,729
Budgeted Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: Adjusted supplies to better reflect actual expenditures. Purchased
services have been increased to account for Senior Account to attend the GFOA conference.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
169
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 16,000 16,000 16,000
Average number of employees paid 1,345 1,345 1,400
Number of employees trained on General 300 300 300
Ledger
Total County federal funds $31.0 $30.0 $30.0
Efficiency Measures
FTE's per 10,000/capita .225 .222 .218
Per capita cost (county support) $2.53 $2.49 $2.45
Account Payable warrants per week per 200 200 200
NP FTE
Employees paid monthly per Payroll FTE 1,345 1,345
1,400
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES12-l:
Compliance with
financial laws and
generally accepted
accounting
principles, etc.
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July 1st
Achieved
Achieved
Achieved
Achieved
Planned
Planned
ES12-2: Cohesive,
standardized
County -wide
financial systems
and processes
Annual external audit has no major
issues
Achieved
Achieved
Planned
170
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,
telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Department
seeks approval from the Board of County Commissioners on all bids over $10,000.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 152,208
$ 157,830
$ 157,830
$ 157,830
Supplies
867
500
500
500
Purchased Services
6,260
87,275
92,507
92,507
Gross County Cost
$ 159,335
$ 245,605
$ 250,837
$ 250,837
Revenue
0
0
0
0
Net County Cost
$ 159,335
$ 245,605
$ 250,837
$ 250,837
Budgeted Positions
2
2.5
2.5
2.5
SUMMARY OF CHANGES:
There are no substantial changes from 2013. The only minor change is the cost sharing of the
Director of General Services personnel costs which results in an increase in Net County Cost of
$5,232.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
171
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed 58.2 million 58.2 million 58.2 million
Dollar value of purchase cards 2.1 million 2.1 million 2.1 million
Number of formal bids 167 169 170
Number of Purchase Orders placed 786 790 800
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per Purchase Order
0.075 0.092 0.0908
$0.599 $.907 $.909
$202.72 $310.89 $313.55
Goal ESI3: Ensure the timely acquisition of "best value" goods and services while maintaining integrity and
inclusion
DESIRED
OUTCOMES
PRELIMINARY PERFOR-
MANCE OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTE
D
ES13-1: An
efficient and
responsive
procurement
process
98% of internal and external users
satisfied with timeliness, overall
service, and quality
98% of internal
users satisfied
with timeliness,
overall service,
and quality
98 % of external
users satisfied
with timeliness,
overall service,
and quality
98% of internal
users satisfied
with timeliness,
overall service,
and quality
98% of external
users satisfied
with timeliness,
overall service,
and quality
98% of
internal users
satisfied with
timeliness,
overall
service, and
quality
98% of
external users
satisfied with
timeliness,
overall
service and
quality
ES13-2: Vendors
are assured open
and competitive
bidding
100% of purchases follow the
procurement process in the Weld
County Code.
100%
100%
100%
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff
including supervisors, managers and line employees play an important role in this department.
This training enables better succession planning for department needs because of the focus on
leadership qualities and managing tips given.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 543,140
$ 542,641
$ 610,815
$ 610,815
Supplies
95,041
171,000
184,650
184,650
Purchased Services
44,977
40,900
47,400
47,400
Fixed Charges
- 43,193
-43,193
-28,517
-28,517
Capital
0
0
0
0
Gross County Cost
$ 639,965
$ 711,348
$ 814,348
$ 814,348
Revenue
1,000
0
Net County Cost
$ 638,965
$ 711,348
$ 814,348
$ 814,348
Budgeted Positions
6
6
7
7
SUMMARY OF CHANGES: Mid -year the trainer position ($67,174) budgeted in the Information
Services budget was transferred to this budget and HR assumed the training responsibilities.
The Information Services budget will be reduced by $67,174. Overtime is budgeted at $1,000.
Supplies have also been increased by $13,650 as support for Oracle and other web/computer
support has increased by $6,900, as well as supplies needed for the training function.
Purchased services are up by $6,500 for items related to training, such as printing, registration
fees, books, publications and subscriptions. Advertising for vacant positions is up $2,000. The
charge back to Phone Services is $28,517 which is down since only 50% of the Office Tech III
position is allocated for the receptionist function.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increases for
the training function and other items are all justified.
BOARD ACTION:
173
HUMAN RESOURCES
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S)
Occupied FTE'S
Employees
Terminated/Resigned/Retired
Employees Hired
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Personnel served per FTE
1,322 1,300 1,400
1,300 1,245 1,300
150 110 100
100 110 100
11%
0.225 0.222 .263
$2.40 $2.63 $2.95
220 208 186
Goal ES14: Attract, develop and retain an effective diverse and dedicated team of employees.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
ES14-1:
Continue working with our
Hiring
Continuing
Hiring process streamlined -
Provide
Departments in recruiting
Managers see
filtering
Managers spend less time
departments
and hiring efforts to
ALL
applicants so
with applications and only
with best
provide the best qualified
applicants.
that Hiring
see top candidates for their
qualified
individuals for their open
Managers see
positions. Freeing up their
personnel
positions.
only top10-12
applicants.
time for other duties.
174
HUMAN RESOURCES
(CONTINUED)
1000-16400
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PeopleSoft
ePerformance
system
becomes
greater value
for our
Managers and
employees
Enhance PeopleSoft use for
our employees &
Managers. Continue to
create better evaluations
and data for all to see.
Continue to enhance
reporting to Enable
Managers to use
ePerformance as a
successful management
tool.
Managers put
basic info in
ePerformance
to look at
PAST
performance
Managers use ePerformance as a management
tool throughout the year to enable ability to track
& monitor skills year round. Evaluations become
better tool for managing performance level &
discussions had with employees on an ongoing
basis. Reporting delivered will enable managers
to monitor and hold staff accountable more
successfully.
ES14-3:
Workforce
skills to
support County
priorities
(leadership,
customer
service, fiscal
problem-
solving, etc)
County Skills
Training
Create and deliver training
programs in skills needed
for staff development.
Develop and initiate
leadership training for our
employees to enable them
to grow and be successful
as managers and leaders.
Work within our
Departments and outside
resources to offer specific
training to all County
employees to enhance their
skills and abilities on an
everyday basis. Included
is working with ACS on
Computer support (Excel
or other programs needed),
Development
in process
Currently in development Supervisor/Manager
training
Project 20-25 individual courses (2 courses or
seminars/month — offered several times during
that month for greater participation. that will be
available for employees/supervisors/managers to
participate in to grow skills and abilities
countywide.
Ongoing training at all levels will enhance the
skills and employee satisfaction and help reduce
turnover.
Enhance
Wellness
Program to
provide cost
savings and
benefits to
County and
employees
Continue to enhance
Wellness Program,
partnering with our
providers to provide
effective metrics and proof
of County cost savings.
Goal is to continue to reduce the health risks
affecting the individuals thereby affecting our
claims for both Health Insurance as well as
Workers Comp by .75% annually.
175
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND
BUDGET UNIT TITLE AND NUMBER: Transportation - - 1000 - 16500
DEPARTMENT DESCRIPTION: Provides minibus service to the citizens throughout Weld
County for Non -Emergent Medical Transportation, approved Home Based Community Services,
and Federal Transit Authority rural transportation demand/response routes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 110,356
$
0
$
0
$
0
Supplies
31
0
0
0
Purchased Services
12,311
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 122,698
$
0
$
0
$
0
Revenue
35,865
0
0
0
Net County Cost
$ 86,833
$
0
$
0
$
0
Budgeted Positions
10
n/a
n/a
n/a
SUMMARY OF CHANGES: On January 1, 2012, the State of Colorado contracted with First
Transit to do the Medicaid transports statewide. Prior to that date, Weld County provided the
Medicaid transport service and served as the Medicaid broker for the Weld County area. With
the Medicaid transports being done by First Transit, the ridership on the Weld County transit
vehicles dropped to one or less clients per day. As a result of the drop of ridership, the Board of
County Commissioners on February 7, 2012, decided to end the service effective February 20,
2012. The CDOT grant was terminated concurrently. The program will no longer be offered, so
there is no 2014 budget.
FINANCE/ADMINISTRATION RECOMMENDATION: N/A
BOARD ACTION: N/A
176
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, zoning, and the issuance of land use
entitlements. The department provides information, guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 888,754
$ 1,045,207
$ 1,174,040
$ 1,174,040
Supplies
33,143
23,500
21,500
21,500
Purchased Services
717,769
721,221
743,185
743,185
Contra Account
-91,615
-157,015
-147,322
-147,322
Gross County Cost
$ 1,548,051
$ 1,632,913
$ 1,791,403
$ 1,791,403
Revenue
488,546
376,000
376,000
376,000
Net County Cost
$ 1,059,505
$ 1,256,913
$ 1,415,403
$ 1,415,403
Budgeted Positions
10.25
11.00
13.00
13.00
SUMMARY OF CHANGES: The department is requesting an additional Planner I ($72,092) and an
Office Tech IV ($56,741) due to the increased activity from the recovery of development and the oil
and gas activity. Supplies are down $2,000 due to computer software. Purchased services are up
$21,964 due the Engineering charge back amount ($17,118), travel and meeting expenses ($3,500)
and vehicle expense ($1,471). Revenues are budgeted at $376,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the two
additional positions. With the increase in activity in order to maintain a high level of customer service
and the goal of turning around permits in a timely manner the positions are justified. Revenue in the
Building Inspection budget more than offsets the costs. Other line item increases are also justified
based on increased activity.
BOARD ACTION:
177
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 350 360 390
Number of administrative land use cases 275 300 325
Long Range Planning Work Outputs
Special Projects 1 2 2
Pre -Application Meetings 260 260 290
Code Revisions 4 4 4
Comp Plan Amendments 0 1 1
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 140 150 150
Case Clean Up (RE, SE, USR, Subdivisions) 154 50 50
Town/County Staff Outreach Meetings 12 12 12
Compliance Planning Work Outputs
Number of site visits 450 450 500
Number of violations issued 100 100 100
Number of violations to County Attorney 50 50 50
Average number of County Court hearings 30 40 40
(Vouchers) 0 40 40
Efficiency Measures
FTE's per 10,000/capita .385 .407 .472
Per capita cost (county support) $3.98 $4.64 $5.14
178
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU1: Increase effectiveness by maintaining regular communication with the public, outside agencies,
Court departments, County Planning Commission, and the Board of County Commissioners - - providing
information about land use issues and responding to requests for research. Obtain laptops for Planning
Commissioners to increase productivity, streamline process and reduce reproduction costs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LUl-l: Improved
community access
to land use trend
information and
services
Revise website as needed but no less than
monthly
Implementation of Citizen Access
module in Accella.
100%
75%
100%
100%
100%
100%
100%
100%
100%
Implement EDR (Electronic Document
Review)
LU1-2: Prepare a
survey to gain
feedback from
customers on the
land use process
A survey will be sent out to all customers
that completed an entitlement process
with the County, e.g. RE, SE, SPR, USR,
Subdivision, etc. The purpose of the
survey is to gain feedback about level of
service and to provide suggestions.
100%
100%
100%
LU1-3: Strong
relationships with
municipal planning
departments and
Staff attendance of monthly meetings
w/ Municipal planning staff.
Attend one Annual Summit with
12
12
12
excellent
knowledge of
current regional
issues
municipal staff and conduct 2020 Forum
as precursor to Comp Plan Amendment
1
1
1
LU1-4: A well-
informed and
prepared Planning
Minimum of six Planning Commission
training sessions throughout 2013
6
6
6
Commission
A well-informed
and prepared Board
of Adjustment
Minimum of one BOA training sessions
throughout year
1
1
1
LI1-5: Adequate
decision making
tools for BOCC
Update Ordinance and Policies per
Commissioner direction
100%
100%
100%
100% of special projects requested by the
Board are completed
100%
100%
100%
179
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU2: Plan for the long-term development of the County to ensure efficiency of services, to promote
economical infrastructure investments and to promote positive connections to community among citizens.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU2-1: Updated
Regional
Urbanization Area
Plans
Completion of any Comprehensive Plan
amendments related to RUA's
0
0
0
LU2-2: Provide
staff to support the
HWY 85 Coalition
Staff attendance at HWY 85 Coalition
meetings.
Progress towards a HWY 85 Regional
Plan
12
60%
12
75%
12
95%
Goal LU3: Develop and maintain fundamental land use tools for use by the Planning Services Department,
the County at large, and Weld County citizens.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU3-1: Useful
population and
development
information
Population and Development Report
posted on the county website with data
not older than six months at any given
time. Update Department Website
100%
100%
100%
LU3-2: An up -to-
date Urban
Development Node
Map
Maintenance of Urban Development Map
1
1
LU3-3: Fair,
equitable and
adequate
development impact
fees
Department's review of a fee analysis.
Revised fee schedule, if relevant
100%
100%
100%
LU3-4: Zoning and
subdivision
regulations that are
improved in
effectiveness and
clarity
Two sets of Code changes based on need
and Commissioner direction.
Attendance by at least two staff members
at a land use regulations web seminar or
conference
100%
100%
100%
100%
100%
100%
LU3-5: Accella.
Create planning
module to
streamline
development
process
Attendance by at least two staff members
at annual Accella conference to maintain
knowledge of functionality in effort to
continue to improve efficiency and
usability of software.
100%
100%
100%
180
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU4: Provide consistent, quality, well planned rural and urban planning and development, and
transportation development services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU4-1: Increased
infill development,
located where
public infrastructure
is available
Support new non -agrarian development
to occur within intergovernmental
agreement area and urban growth
boundaries
n/a
n/a
n/a
LU4-2: Continue to
develop and evolve
land use process
which minimizes
burdensome
restrictions
Revision of WCC in response to research
and applicant feedback concerning Weld
County's process versus land use
processes in other jurisdictions
100%
100%
100%
181
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and
grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn
and grounds care, furniture moves, snow removal, etc. This Department performs cleaning
tasks in the Courthouse, Centennial Complex, Human Services Buildings, South County
Services Building, Public Works Headquarters, Paramedic Buildings, North County Jail, Health
Building, Training Center, Southwest Weld Administration Building, Public Safety Administration
Building, Alternative Programs Building, Community Corrections Building, Regional Crime Lab,
and Weld Business Park Administrative Buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,820,097
$ 1,871,103
$ 1,896,103
$ 1,896,103
Supplies
723,550
1,252,500
724,000
724,000
Purchased Services
3,471,669
2,995,600
3,597,850
3,597,850
Fixed Charges
155,723
21,000
21,000
21,000
Contra Account
- 206,031
- 240,000
- 210,000
- 210,000
Gross County Cost
$ 5,965,008
$ 5,900,203
$ 6,028,953
$ 6,028,953
Revenue
0
0
0
0
Net County Cost
$ 5,965,008
$ 5,900,203
$ 6,028,953
$ 6,028,953
Budgeted Positions
28
28
28
28
SUMMARY OF CHANGES: Personnel Services is up $25,000 to budget and recognize
overtime that has been historically spent to deal with emergencies in buildings. Supplies appear
to be down $528,000, but $480,000 of the change is the budgeting of the janitorial service
contracts in the Contract Services account instead of Janitorial Supplies. Other changes are
electrical supplies are up $15,000, small items of equipment for tools are up $5,000, and
uniforms are up $2,000.
Purchased Services are up $602,250 with $480,000 due to the budgeting of janitorial services in
Contract Services. The other increases are $30,000 for water increases, $10,000 for other
professional services, $18,000 for vehicle costs, and repair and maintenance of equipments is
up $100,000, with an offsetting reduction in other repairs of $25,000 and trash of $10,000.
Charge backs to reimbursable departments are down $30,000. Net county cost is up $128,750.
In 2014, the department will maintain approximately 1,353,924 square feet of building space at
an average cost of $4.45 per square foot, which is very good by industry standards. Most
entities are in the $7.50 to $10.00 per square foot range.
182
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases in
costs, including overtime, appear to be justified.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained
Number of preventative maintenance work orders
(PMs)
Number of tracked repair work orders
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per square foot
1,309,924
1,309,924 1,353,924
535 535 535
7,300
1.05
$22.41
$4.55
7,300 7,300
1.03
$21.80
$4.50
1.02
$21.90
$4.45
Goal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the needs of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES15-1: Safe,
convenient and
accessible facilities
planned and built
ready to meet
needs
Percent of projects completed within
budget
100% of facilities meeting ADA
requirements
100%
100%
100%
100%
100%
100%
ES 15-2: Worker
friendly and
worker functional
facilities
90% of internal customers satisfied with
functionality of County facilities
90% of department users satisfied with
quality and timeliness of facility
management services
90%
90%
90%
90%
90%
90%
ES 15-3: Well
maintained
facilities
90% of citizens satisfied with functionality
of County facilities
90%
90%
90%
183
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Information Services - - 1000-17300
DEPARTMENT DESCRIPTION: Information Services provides information technology support
services to Weld County and a few outside agencies via a contract with Affiliated Computer
Services, Inc. (ACS), a Xerox company.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Supplies
$ 584,573
$ 0
$ 0
$ 0
Purchased Services
3,858,919
4,106,597
5,053,374
5,053,374
Fixed Charges
0
0
0
0
Contra Account
- 1,481,973
- 1,490,000
- 1,200,000
- 1,200,000
Capital
72,023
1,400, 000
1,400,000
1,400,000
Gross County Cost
$ 3,033,542
$ 4,016,597
$ 5,253,374
$ 5,253,374
Revenue
7,275
0
0
0
Net County Cost
$ 3,026,267
$ 4,016,597
$ 5,253,374
$ 5,253,374
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: On February 6, 2008, Weld County entered into a new seven-year
contract with ACS, beginning January 1, 2009. The contract calls for a cost -of -living adjustment
(COLA) based upon the Consumer Price Index with a floor of 3.5 percent and a ceiling of
6.0 percent. Therefore, there will be a 3.5 percent COLA increase for 2014, for a total of
$4,160,924. There is $1,400,000 in the 2010-2014 Information Services Capital Plan budgeted
for software and hardware that will be allocated to 2014 projects by the IT Governance Board as
a recommendation to the Commissioners. Chargeback to reimbursable departments total
$1,200,000, which is down due the Paramedic Service being transferred to Banner Health. In
addition, there is $892,432 included in the budget for 7.5 new ACS positions. The positions are
three System Consulting Senior Analysts, one System Consulting Analysts, one Technical
Helpdesk Specialist, one Systems Technician, one Information Management Senior Specialist,
and a 0.5 FTE Information Security Analysts. In the E911 budget there is also a request for
another System Consulting Senior Analyst ($138,468). The net county cost will be $5,253,374,
which is up $1,236,777 from the current year's budget.
184
INFORMATION SERVICES
(CONTINUED)
1000-17300
FINANCE/ADMINISTRATION RECOMMENDATION: The additional staffing is being made
after a risk assessment and analysis of the workload demands as more and more technology
and devices have been added into the county's information technology environment. The Board
on July 10, 2013, requested a work session with ACS senior management to get a
comprehensive overview of the contract budget and the justifications for the requests. Based
upon those discussions the Board will determine whether or not to fund any or all of the newly
requested positions.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal
supported
Number of Personal
installed/replaced
Computer systems
Computer systems
Number of staff trained
Number of applications supported
Number of applications upgraded
Efficiency Measures
1,550
350
220
235
125
1,500 1,540
300
350
235
125
300
350
240
125
FTE'S per 10,000/capita 0.9018 0.9978 1.2169
Per capita cost (county support) $11.37 $14.84 $19.06
185
INFORMATION SERVICES
(CONTINUED)
1000-17300
Goal ES16: Capitalize
access and exchan
on technology to improve service, increase efficiency and provide greater information
e.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES16-1:
Expansion of e -
government
delivery
Increase in "hits" on the website
Less phone calls to offices
Less traffic in offices
10,500,000
11,000,000
12,000,000
ES 16-2: County
processes
improved through
information
technology
Imaged and electronically stored
documents are more secure and safe
from loss through fire and other disasters
Savings from use of less paper and
printer supplies
Savings in staff time when data is readily
and easily available
Increased efficiency of staff
Approximately
5,500,000
Property
Portal
completed in
2012
Online filing
of declarations
Approximately
6,000,000
Property Portal
Being further
enhanced
Online filing
of declarations
Approximately
6,500,000
Property Portal
Being further
enhanced
Online filing
of declarations
ES 16-3: Easy
meeting setup and
electronic
presentations
Facilitate display of presentations in all
County meeting rooms
Eliminate time spent adjusting
presentations and electronic equipment
Will track and
report
quarterly
Will track and
report
quarterly
Will track and
report
quarterly
ES 16-5:
Responsive IT
service
deployment
90% of projects completed on time and
on budget
75% of IT critical problems resolved
within 4 hours
75% of routine problems resolved within
24 hours
Will track and
report
quarterly
Will track and
report
quarterly
Will track and
report
quarterly
186
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the
technical support for the development and maintenance of the Weld County geographical
information system that serves the entire county and some outside entities via a contract with
the ACS Corporation, a Xerox company.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
104,050
89,354
89,754
89,754
Purchased Services
144,669
61,845
146,845
146,845
Fixed Charges
0
18,000
18,000
18,000
Capital
0
12,500
12,500
12,500
Gross County Cost
$ 248,719
$ 181,699
$ 267,099
$ 267,099
Revenue
78,030
50,000
50,000
50,000
Net County Cost
$ 170,689
$ 131,699
$ 217,099
$ 217,099
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: The expenses for the budget are up $85,400. The largest change
in the GIS budget is the acquisition of new aerial imagery in 2014. Some areas of the county
have not been updated for over 6-7 years. The last imagery was obtained in 2012 as part of a
DRCOG regional effort for the southern portion of the county only. Participation in the DRCOG
2014 imagery project will again be the most cost effective method to obtain some of the new
imagery. A cost sharing program with the larger municipalities (Greeley, Evans, and Windsor)
may reduce the estimated $135,000 2014 cost. Software costs are up $400 for license and
maintenance agreements. Revenue from sale of GIS data is $50,000.
The department has made a Technology and Innovation Strategic Investment Request to
acquire a custom aerial imagery product, called Pictometry, for the more densely populated
portion of SW Weld County. This product is an advancement over traditional orthophotography
as it provides oblique perspective images at 3" or 9" resolution. If approved and collected, this
imagery could be used to reduce the burden of field inspections in the Assessor's Office, serve
as an investigative and response tool for the Sherriff's office, and may likely prove useful for
various other business applications in County Departments such as Public Works and Planning.
The total cost of this project in FY14 has been quoted at $379,748.
187
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The IT
Governance Committee is in concurrence that the aerial imagery needs to be updated since it
has been a few years since some areas of the county have been updated. As indicated it may
not take the full $135,000 for the aerial imagery if cost sharing agreements are developed with
other entities, but the full amount should be budgeted to insure adequate funds are available to
do the job correctly.
If the Technology and Innovation Strategic Investment Request to acquire a custom aerial
imagery product, called Pictometry, is approved the county may not need both products in 2014.
According to the software vendor, it seems likely that many of the use cases for traditional
orthophotography could be met by the Pictometry product. Over the next few months,
GIS would need to evaluate the footprints of Pictometry and ensure that the coverage is
sufficient to meet the business needs of the County, and GIS would need to invite Pictometry to
give a technical briefing to ensure our understanding of the product is accurate. It is
recommended that $135,000 be administratively frozen until a decision is made about
Pictometry
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 124,100 125,000 128,000
# Parcels Updated 600 600 600
# Available Coverage (Layers) in GIS 3,200 3,200 3,200
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support) $0.64 $0.49 $0.79
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
188
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Innovation and Technology Projects - - 1000-17375
DEPARTMENT DESCRIPTION: Innovation and Technology Projects focus on how to take
advantage of innovative technological solutions for service delivery in county government, help
in reengineering county practices and policies to determine the most efficient ways to conduct
business, to help departments determine how to consolidate the delivery of any redundant
services, and to realize the maximum potential of new technologies that Weld County can
implement.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
315,405
2,000,000
2,000,000
2,000,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 315,405
$ 2,000,000
$ 2,000,000
$ 2,000,000
Revenue
0
0
0
0
Net County Cost
$ 315,405
$ 2,000,000
$ 2,000,000
$ 2,000,000
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: This budget provides the financial resources to pay for the upfront
study costs and new technology or equipment identified in the process. As county departments
identify opportunities to make improvements in their departments operations through a
technology or other innovation investment, the department can tap into funds set aside in this
budget for the technology and innovation projects. Long-term, the technology and innovation
investments should provide a reasonable return on investment (ROI). The Board of Weld
County Commissioners has approved the technology and innovation investment program and
process for 2014. The project submitted for 2014 include the list on the following page.
189
INNOVATION AND TECHNOLOGY PROJECTS
(CONTINUED)
1000-17375
DEPARTMENT
Environmental Health
Planning
GIS
Assessor
Sheriff
Sheriff
Sheriff
Sheriff
Sheriff
ACS
ACS
CTB
CTB
PROJECT COST
Inspection Mobil Application Development
Interactive Voice Response - Accela
Pictometry - SW Weld
Mobile Technology for Field Staff
Biometric Intelligence and Identification Technology (IRIS)
Thin Client and Docking Station (Training Station)
CyberTech Interface
Ipads for Field Officers
Sani DefenX Cabinet & Sani DefenX VE
(sanaitize and disinfect equipment and areas in jail)
Remote Computing Environment
MS SQL Always on Cluster Running HA and DR
Oil and Gas Data Management System
Meeting Management System
$27,807
66,900
379,748
54,700
27,910
79,000
66,969
7,570
34,000
138,000
235,508
25,000
25,000
TOTAL $1,168,112
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that $2,000,000 be
funded in the 2014 budget for projects. No final recommendations are being made regarding
any of the above projects, pending review by the IT Governance Committee. Their
recommendations will be submitted to the Board prior to the October budget work sessions.
BOARD ACTION:
190
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to
the County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 188,639
$ 174,287
$ 174,287
$ 174,287
Supplies
91,578
87,500
87,500
87,500
Purchased Services
72,662
86,180
86,180
86,180
Fixed Charges
948
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 353,827
$ 347,967
$ 347,967
$ 347,967
Revenue
250,143
277,500
277,500
277,500
Net County Cost
$ 103,684
$ 70,467
$ 70,467
$ 70,467
Budgeted Positions
3
3
3
3
SUMMARY OF CHANGES: No changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
191
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,632 2,750
Mail Pieces 700,000 700,000
Supply Orders 1,201 1,250
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.113 0.111
$0.390 $0.260
2,800
700,000
1,300
0.109
$0.256
Goal ESI7: Deliver timely, high quality and cost-effective printing and supply services to County
departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES17-1: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality and
timeliness of services
99%
99%
99%
192
GRAPH, SO Seven Year Trend
193
SEVEN YEAR TREND
Sheriffs Office Local Costs
2007
2008
2009
2010
2011
2012
2013
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 27,458,602
$ 27,496,855
$ 28,316,102
$ 28,200,537
Supplies
709,658
810,312
954,371
954,371
Purchased Services
5,470,173
6,316,892
6,540,308
6,540,308
Fixed Charges
-39,407
-53,876
-48,776
-48,776
Capital
7,924
50,000
46,300
46,300
Gross County Cost
$ 33,606,950
$ 34,620,183
$ 35,808,305
$ 35,692,740
Revenue
3,555,450
3,504,472
3,705,663
3,705,663
Net County Cost
$ 30,051,500
$ 31,115,711
$ 32,102,642
$ 31,987,077
Budget Positions
344.25
346.25
358.25
357.25
SUMMARY OF CHANGES: See individual budget units
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See Individual budget units.
194
SHERIFF'S OFFICE
PUBLIC SAFETY BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriff's Office Mission Statement: "The mission of the Weld County Sheriff's Office is to provide excellent
customer service, improve quality of life, and protect the Constitutional rights of all people."
Public Safety Bureau Mission Statement: "The Public Safety Bureau will work proactively with communities to
build partnerships and solve problems"
Goal PS PSB 1: Protecting the well being of the citizens of Weld County
DESIRED
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATE
PROJECTED
OUTCOMES
PERFORMANCE INDICATOR(S)
D
PS PSB 1-1:
(1) Total number of UCR coded Persons
Crimes
(1) 83
(1) 75
(1) 70
Proactively work
to reduce crime
(2) Total number of UCR coded
Property Crimes
(2) 741
(2) 750
(2) 739
(3) Total NIBR reported crime for Weld
County Sheriff's Office Jurisdiction
(3) 1526
(3) 1613
(3) 1701
(1) Total submissions to the crime lab
PS PSB 1-2:
(2) Total cases generated
(1)1150
(1)751
(1) 700
Identify crime
(3) Total pieces of evidence processed
trends and
effectiveness of
forensic science to
reduce crime
(2) 711
(3)2643
(2) 840
(3) 4498
(2) 991
(3) 7646
(1) Total traffic accidents in Sheriffs
(1) 598
(I) 640
(1) 619
PS PSB 1-3:
Office Jurisdiction
Traffic Safety
(2) Total traffic tickets
(3) Total model traffic tickets
(2) 2935
(2) 2680
(2)2447
(4) Total written warnings
(5) Alcohol related crashes in Sheriff's
(3)2335
(3)1686
(3)1214
Office Jurisdiction
(6) Traffic fatalities
(4) 978
(4) 2268
(4)5260
(5) 34
(5) 32
(5) 30
(6) 39
(6) 30
(6) 26
(1) Maximize the rate of property
Recovered
Recovered
Recovered
PS PSB 1-4:
recovery by monitoring the reported value
$1,036,046
$1,139,650
$1,342,197
Recover victim
of recovered property in relation to the
Stolen
Stolen
Stolen
property
reported value of stolen property (reported
$3,580,158
$3,938,174
$4,331,191
in NIBR for Sheriff's Office jurisdiction)
Rate
Rate
Rate
29%
30%
31%
PS PSB 1-5:
Service of civil
(1) Total civil process served/attempted
(2) Total civil process served by public
(1) 6732
(1)6622
(1)6514
process
safety deputies.
(2) 2132
(2) 1350
(2) 855
195
SHERIFF'S OFFICE
PUBLIC SAFETY BUREAU
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal PS PSB 2: Establish and maintain meaningful communication with the citizens of Weld County
DESIRED
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATE
PROJECTED
OUTCOMES
PERFORMANCE INDICATOR(S)
D
(1) Advocate contacts for Sheriff's Office
PS PSB 2-1:
Service area
(1) 1242
(1) 952
(1) 730
Inform victims of
restorative
services available
to them in the
community
(1) Number of required violent sexual
PS PSB 2-2:
offender notifications.
(1) 0
(1) 0
(1) 0
Appropriate
(2) Number of registered sex offenders for
dissemination of
public safety
unincorporated Weld County and the
jurisdictions serviced by the Weld County
(2) 170
(2) 170
(2) 170
information
Sheriffs Office for sex offender
registration.
(3) 1
(3) 1
(3) 1
(3) Number of reverse 911 calls
(4) Unk
(4)64
(4) 80
(4) Number of press releases
PS PSB 2-3
(1) Total number of people graduating
from citizen's academy per year.
(1) 18
(1) 20
(I) 25
Establish and
(2) Monitoring of total number of
maintain law
enforcement
partnerships with
the community
community events and public
demonstrations. (events/hours dedicated)
(2) 247/1277
(2) 308/1412
(2) 308/1412
*Due to the adoption of the Spillman RMS system, many of the statistical measurements that were previously
reported are no longer readily available and were modified to the listings above.
196
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Mission Statement: To accept and lawfully hold prisoners in a safe, humane and wholesome environment
that returns people to the community better, or no worse, than they arrived.
Goal PS OSB 1: Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATE
D
PROJECTED
PS OSB 1-1:
Inmates comply
(1) The number of rule violations in the
past 12 months divided by the average
with facility rules
and regulations
daily jail population in the past 12 months
3.34
3.75
3.50
(2) The number of violent infractions in
the past 12 months divided by the average
daily jail population in the past 12 months
78
.500
.75
PS OSB 1-2:
Food service
(1) The number of documented inmate
illnesses attributed to food service
operations are
hygienic, sanitary
and provide a
nutritional diet
operations in the past 12 months divided
by the average daily jail population in the
past 12 months
0.0
0.0
0.0
(2) The number of inmate grievances
about food service decided in favor of the
inmate in the past 12 months divided by
the average daily jail population in the
past 12 months
.046
.045
.045
PS OSB 1-3:
Actual secure bed
(1) The average daily jail population in the
past 12 months divided by the total
occupancy is
within reasonable
operational jail
capacity
number of general population beds
available in the past 12 months
(2) The number of inmate grievances
92.8%
96.5%
101%
about crowding and housing conditions
decided in favor of the inmate in the past
12 months divided by the average daily
jail population in the past 12 months
009
.010
.010
PS OSB 1-4:
Inmates have
access to a
continuum of
health care
consistent with
that available in
(1) The number of inmates with positive
initial tests for TB, Hepatitis A, B, or C,
HIV or MRSA in the past 12 months
divided by the average daily jail
population in the past 12 months
(2) The number of inmate deaths due to
.075
.077
.19
the community
suicide or homicide in the past 12 months
divided by the average daily jail
population in the past 12 months
0.0
0.0
0.0
(3) The number of prescriptions written in
the past 12 months divided by the average
daily jail population in the past 12 months
21.1
16.7
20.5
197
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
PS OSB 1-5:
Inmates have
opportunities to
improve
themselves while
confined
(1) The number of inmates participating in
the In -To -Work program while confined in
jail the last 12 months divided by the
number of inmates sentenced to jail 6
months or more in the past 12 months
(2) The number of inmates graduating the
In -To -Work program while confined in jail
the last 12 months divided by the number
of inmates sentenced to jail 6 months or
more in the past 12 months
20.2%
9.2%
15.0%
8.0%
24.0%
16.0%
Goal PS OSB 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre -
adjudication options to secure custody.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATE
D
PROJECTED
PS OSB 2-1:
Secure county jail
beds are used
(I) The average daily population of work
release and electronic home detention
programs in the past 12 months divided by
efficiently and
effectively
the average daily population of all
offenders supervised by the Sheriff's
30.2%
30.1%
31.0%
Office in the past 12 months
(2) The number of offenders released from
jail within 24 hours of admission in the
past 12 months divided by the number of
jail admissions in the past 12 months
37.6%
38.0%
38.0%
(3) The number of jail bed days used for
pre-trial detention by the county/district
courts in the past 12 months divided by the
total number of jail bed days in the past 12
months
60.6%
61.5%
61.5%
(4) The number ofjail bed days used for
jail sentences by the county/district courts
in the past 12 months divided by the total
number ofjail bed days in the past 12
months
35.8%
36.5%
36.5%
(5) The number of jail bed days used by
other than the county/district courts in the
past 12 months divided b y the total
number of jail bed days in the past 12
months
3.6%
2.0%
2.0%
198
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
PS OSB 2-2:
Jail alternative
(1) The number of clients successfully
completing the work release program in
programs
effectively
supervise clients
the past 12 months divided by the number
of clients admitted to the work release
program in the past 12 months
83.5%
84.5%
85.0%
in the community
(2) The number of clients successfully
completing the electronic home monitoring
program in the past 12 months divided by
the number of clients admitted to the
electronic home monitoring program in the
past 12 months
99.2%
97.5%
98.5%
199
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff Administration - - 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the
Sheriff's Office. This budget unit provides for policy development, formulation of written
directives and overall direction by the Sheriff and upper agency staff. Typical activities
performed within this budget unit include, but are not limited to, professional standards and
internal affairs, clerical staff support, staff training, agency procurement, Human Resources
Department support, recruiting, selection, personal uniform and equipment issue, agency
service billing, civil process service and lobby counter service access to the public.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,569,316
$ 1,597,578
$ 1,760,003
$ 1,760,003
Supplies
181,606
108,646
155,858
155,858
Purchased Services
89,764
126,089
133,089
133,089
Fixed Charges
5,795
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,846,481
$ 1,832,313
$ 2,048,950
$ 2,048,950
Revenue
343,255
295,007
463,500
463,500
Net County Cost
$ 1,503,226
$ 1,537,306
$ 1,585,450
$ 1,585,450
Budget Positions
20.0
20.0
23.0
23.0
SUMMARY OF CHANGES: Increase in Personnel Services reflects two Office Technician III
positions ($88,044) that were approved and filled mid -year in 2013 due to the increased volume
of Concealed Carry Weapon permits, and $74,381 for the requested Polygraph
Examiner/Applicant Coordinator position.
An increase of $44,212 in uniform and clothing represents the annual uniform allowance
including additional replacement protective vest equipment and uniform costs for the projected
three OSB Academies and one PSB Academy in 2014. $3,000 is included for new computer
equipment and software. Increase in out of town expense ($2,405) and tuition expense ($2,925)
is attributable to the training needed for a Polygraph Examiner/Applicant Coordinator position.
The increase in revenue of $168,493 represents the projected increase in revenue from
Concealed Carry Weapon permits issued by the Weld County Sheriff's Office. This revenue
offsets the added costs of the two Office Technician III positions.
FINANCE/ADMINISTRATION RECOMMENDATION: The recommend budget includes funding
for the addition of the two Office Technician III positions ($88,044) that were approved mid -year
in 2013 due to the increased volume of Concealed Carry Weapon permits. However, in the final
budget only one permanent Office Technician III is recommended based upon a workload report
done on August 6, 2013, that indicated one position is adequate. The number of permits has
tripled. The added revenue more than offsets the added costs. Policy issue.
200
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): The addition of the
Polygraph Examiner/Applicant Coordinator position is recommended. The Sheriff is requesting
the position to deal with all the applicants for patrol, and correctional officers. Right now the
function is being done by the Director of Work Release and a Commander, which is taking a
great deal of their time (over 500 hours per year) and is not an efficient use of their time. In
addition to conducting polygraphs the Internal Affairs Commander spends an estimated average
of 20 hours per week to oversee the applicant process for the Sheriff's Office. This new position
will streamline operations in the processing of applicants and provide for a more robust and
timely application cycle in order to fill the continuing need for new corrections officers. Beyond
applicants this position would also enhance the Sheriff's Office investigative capabilities by
providing polygraph support for ongoing investigations.
By recommending this position the additional Commander requested in the Centennial Jail
budget is not recommended. The Polygraph Examiner/Applicant Coordinator position should
free up the Commanders' time enough to avoid adding another Commander position, plus the
Fugitive Warrant position added last year has been transferred to Operations reducing the
current supervision requirements in the area. If the position is approved the training costs of
$5,330 for the Polygraph Examiner/Applicant Coordinator position are needed. Funding is
included in the budget for the Polygraph Examiner/Applicant Coordinator position, but is a policy
issue for the Board.
The additional cost of $44,212 in uniform and clothing represents the annual uniform allowance
including additional replacement protective vest equipment and uniform costs for the projected
three OSB Academies and one PSB Academy in 2014, appear justified.
All other items recommended as requested.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received
Concealed Weapon Permits Issued
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
7,630 7,401 7,656
1,097 937 3,865
.75 .74 .85
$5.65 $5.68 $5.91
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department provides crime prevention information and
strategy education, serves arrest warrants, transports prisoners, and conducts criminal
investigations. Activities are frequently coordinated with municipal, other county, state, and
federal law enforcement and regulatory agencies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMENDN
EXT FY
Personnel Services
$ 5,969,365
$ 6,023,260
$ 6,088,992
$ 6,088,992
Supplies
121,048
275,000
298,148
298,148
Purchased Services
1,016,341
946,745
960,840
960,840
Fixed Charges
2,812
0
0
0
Capital
0
35,000
35,000
35,000
Gross County Cost
$ 7,109,566
$ 7,280,005
$ 7,382,980
$ 7,382,980
Revenue
102,462
41,040
41,040
41,040
Net County Cost
$ 7,007,104
$ 7,238,965
$ 7,341,940
$ 7,341,940
Budgeted Positions
63.75
63.75
64.75
64.75
SUMMARY OF CHANGES: A Fugitive Deputy position was approved and filled in the 2013
budget and initially accounted for in the Offender Supervision Bureau budget. Supervision of
that position will transfer to the Public Safety Bureau Operations in 2014 and will result in the
shifting of the associated costs ($65,732) to the Public Safety Bureau from the Offender
Supervision Bureau.
The cost of ammunition and weapons continues to increase, especially over the last year which
results in an approximate budgetary increase of $20,254. Phone costs are up $12,080, and
small equipment $2,894.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The transfer of
the Fugitive Deputy position to Operations seems appropriate. The Fugitive Deputy position was
approved in 2013 as a pilot program. The effectiveness of the position was to be reviewed by
the Board during the 2014 budget process. Based upon initial data the position appears to be
accomplishing what it was intended to do by apprehending fugitives with outstanding warrants.
Funding is included in the 2014 budget, but continued funding is a policy issue for the Board.
Ammunition costs are up due to the demand for the product by private gun owners.
BOARD ACTION:
202
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Adult Arrest 970 910 854
Juvenile Arrest 44 41 38
Total Citations 4,358 4,047 3,758
Dispatched Calls for Service 43,449 43,416 43,383
Efficiency Measures
FTE's per 10,000/capita 2.55 2.36 2.35
Per capita net cost $29.98 $31.43 $26.67
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
*The method for calculating Part B Offenses has been modified which is reflected in the above
projected number.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provide traffic enforcement on county roads, and public
education on traffic safety.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY .
RECOMMEND
NEXT FY
Personnel Services
$ 898,110
$ 860,675
$ 860,675
$ 860,675
Supplies
22,832
35,500
29,895
29,895
Purchased Services
128,504
171,308
170,601
170,601
Fixed Charges
0
0
0
Capital
0
0
0
Gross County Cost
$ 1,049,446
$ 1,067,483
$ 1,061,171
$ 1, 061,171
Revenue
300,252
282,500
297,500
297,500
Net County Cost
$ 749,194
$ 784,983
$ 763,671
$ 763,671
Budget Positions
10.0
10.0
10.0
10.0
SUMMARY OF CHANGES: Expenses are down in small equipment by $5,605, and tuition is
down $707 for a drop in gross county costs of $6,312.
Revenues from traffic fines are predicted to slightly increase in 2014 by $15,000. Traffic arrests
and contacts are continuing to follow a downward nationwide trend although our recently
adopted model for supervision of the traffic unit (adopted mid -May 2013) has generated
increased activity in work output statistical categories.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
204
TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECT
ED
Work Outputs
Total Traffic Stops 8,892 11,658 15,272
MTC Tickets Issued 2,335 2,335 2,452
Total Traffic Warnings 5,261 7,560 10,864
Accident Reports Investigated 598 741 918
Alcohol Related Driving Investigations 184 144 113
Certified VIN Inspections 154 117 89
Efficiency Measures
FTE's per 10,000/capita .413 .370 .363
Per capita net cost $2.81 $2.90 $2.77
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Services - - 1000-21220
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 850,110
$ 766,148
$ 766,148
$ 766,148
Supplies
59
6,500
6,500
6,500
Purchased Services
68,040
105,134
105,134
105,134
Fixed Charges
0
Capital
0
Gross County Cost
$ 918,209
$ 877,782
$ 877,782
$ 877,782
Revenue
830,524
956,653
956,653
956,653
Net County Cost
$ 87,685
$ -78,871
$ -78,871
$ -78,871
Budgeted Positions
9.5
9.5
9.5
9.5
SUMMARY OF CHANGES: No changes. Rates for each contract are reviewed as then are
renewed.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
206
CONTRACT SERVICES
(CONTINUED)
1000-21220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched calls 5,884 6,582 7,363
Number of Case Reports 939 1,095 1,277
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.357
$-0.33
0.351 0.350
$-0.29 $-0.29
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
207
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88,
as amended, pertaining to dogs -at -large. Animal control officers are only available on a limited
basis. Deputy response outside the dedicated time is limited to cases where public safety threat
exists. This unit is also responsible for handling all calls for illegal dumping of trash/waste within
the county, as enforceable by Weld County Ordinance. Animal control officers routinely collect
illegally dumped items from county roadways and public property to ensure the safety of
motorists traveling within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 145,688
$ 164,494
$ 164,494
$ 164,494
Supplies
2,372
4,200
6,115
6,115
Purchased Services
108,564
122,648
123,495
123,495
Fixed Charges
- 85,000
-85,000
-85,000
-85,000
Capital
0
0
0
Gross County Cost
$ 171,624
$ 206,342
$ 209,104
$ 209,104
Revenue
0
0
0
Net County Cost
$ 171,624
$ 206,342
$ 209,104
$ 209,104
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: No significant changes are being recommended although the
costs for some routinely used small items of equipment purchases have increased by $1,915.
Tuition for training is up $847.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Small increases
appear justified.
BOARD ACTION:
208
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,194 2,348 2,349
Animals Transported to Shelter 549 587 587
Efficiency Measures
FTE's per 10,000/capita 0.113 0.111 .109
Per capita cost (county support) $0.63 $0.76 $0.75
Miles Driven per Call for Service 41.99 35.57 35.57
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence in forensic computer analysis,
latent prints, shoe and tires, controlled substances and fire debris. It also has a DNA position
assigned to the Denver CBI facility performing DNA analyses for Weld County in that lab. The
laboratory meets the stringent requirements necessary for accreditation by the American
Society of Crime Lab Directors.
RESOURCES
ACTUAL
LAST FY
BUDGETED -
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 207,904
$ 204,516
$ 204,516
$ 204,516
Supplies
27,311
17,000
17,800
17,800
Purchased Services
44,475
50,700
52,943
52,943
Fixed Charges
31,907
31,124
31,124
31,124
Capital
7,924
15,000
11,300
11,300
Gross County Cost
$ 319,521
$ 318,340
$ 317,683
$ 317,683
Revenue
107,711
134,595
134,595
134,595
Net County Cost
$ 211,810
$ 183,745
$ 183,088
$ 183,088
Budget Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: Supplies are up $800, and professional services are up $2,000.
Capital is down $3,700 for a net decrease in costs of $657. Revenues remain unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: The functionality of the regional crime
lab is anticipated to go through some slight changes for the upcoming budget year with the
completion of a stand-alone facility. With 2014 being the first full fiscal year for the new lab
facility, the budgetary recommendations for 2014 could only be predicted based off of the
previous lab arrangement, but every attempt was made to keep the budget recommendation as
static as possible. Recommend approval.
BOARD ACTION:
210
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases/items completed — drugs and arson 850/1,500 307/493 260/1,200
computer forensics, latent prints, shoe and WCSO/GPD
tire tracks, DNA only
900/2,600 all
lab staff except
CBI
Court Testimony 30 24 16
appearances appearances appearances
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Effectiveness Measures (desired results)
Quality Audit
Proficiency Testing (Test Run/Errors)
0.75 .073 .072
$0.80 $0.68 $0.66
6
5/0
6
5/0
6
7/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
211
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim
Assistance (VALENOCA) funding.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 136,407
$ 120,699
$ 120,699
$ 120,699
Supplies
3,936
2,500
2,500
2,500
Purchased Services
8,445
28,819
28,819
28,819
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 148,788
$ 152,018
$ 152,018
$ 152,018
Revenue
60,828
96,077
62,800
62,800
Net County Cost
$ 87,960
$ 55,941
$ 89,218
$ 89,218
Budgeted Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: In 2013, the victim services unit was given the indication that
additional grant funding would be available that has not materialized. The 2014 proposal shows
decreased revenues from 2013 of $33,277 reflecting alignment from budgeted grant amounts
from previous years.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
212
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,081 1,160
Victims served per 10,000/capita 40.62 42.87
Efficiency Measures
FTE's per 10,000/capita 0.075 0.074
Per capita cost (county support) $0.33 $0.21
1,200
43.59
0.072
$0.32
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
213
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410
DEPARTMENT DESCRIPTION: Multi -Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised
by the Greeley Police Department with policy and strategic direction from a Control Group of
area chiefs and the Sheriff.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 96,870
$ 109,516
$ 109,516
$ 109,516
Supplies
0
0
0
0
Purchased Services
74,748
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 171,618
$ 109,516
$ 109,516
$ 109,516
Revenue
4,500
0
0
0
Net County Cost
$ 167,118
$ 109,516
$ 109,516
$ 109,516
Budgeted Positions
1.0
1.0
1.0
1.0
SUMMARY OF CHANGES: The Multi -jurisdictional Drug Task Force is not anticipating any
significant work practice or personnel changes for 2014. No budget request changes are
recommended.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
214
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 167 189 214
Drug Arrests 145 207 296
Search Warrants Executed 33 39 46
Cocaine Seizures (Kilos) 8 3 1
Methamphetamine Seizures (Pounds) 9 4 2
Marijuana Seizures (Pounds) 17 166 1,621
Meth Lab Seized 1 0 0
Efficiency Measures
FTE's per 10,000/capita 0.038 0.037 0.036
Per capita cost (county support) $0.56 $0.41 $0.40
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
215
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: North Jail Complex - - 1000-24410
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to
receive and safely keep all adult prisoners lawfully committed and hold them in a clean,
wholesome, safe, and well -maintained jail. Professional jail support services such as medical
care, food preparation, and facility programming are provided to meet these mandates.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 14,817,831
$ 14,661,306
$ 15,157,999
$ 15,157,999
Supplies
301,413
303,209
370,263
370,263
Purchased Services
3,417,421
4,049,760
4,246,837
4,246,837
Fixed Charges
3,429
0
5,100
5,100
Capital
0
0
0
0
Gross County Cost
$ 18,540,094
$ 19,014,275
$ 19,780,199
$ 19,780,199
Revenue
931,868
738,200
785,250
785,250
Net County Cost
$ 17,608,226
$ 18,276,075
$ 18,994,949
$ 18,994,949
Budgeted Positions
197.0
197.0
204.0
204.0
SUMMARY OF CHANGES: Personnel services costs increased by $496,693. This increase is
based on the need for additional operating capacity. Adding six corrections officers ($396,346)
and one security commander ($94,278) will allow for an increase in capacity of approximately
54 beds. In addition there is a request to upgrade the Booking Manager position to grade 43 at
a cost of $6,069.
Increasing capacity by 54 beds reflects the increase of $67,054 in inmate supplies. The jail will
experience some inflationary cost increases for medical services in 2014. In addition the
medical provider is requesting an additional $15,478 for two hours per week of a dentist and
dental assistant and $42,110 for 4 hours per week for additional psychiatrist for a total increase
of $150,228. Other professional services are also up for contracted food services ($46,864).
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): The seven positions
(4 -Correctional Officer II, 2 -Correctional Officer III, and one Commander) are recommended.
Twenty-nine posts are needed to operate the current 630 bed operational maximum capacity.
Facility operations begin to have some disruption when the average census exceeds 80% of
maximum operational capacity. The higher the percentage of occupancy above the 80%
threshold, the greater the disruption and risk to facility safety and security. The average census
through June is 597 and trending higher. That is approximately 94% of current maximum
operational capacity. In 2011, one Commander position and six vacant correctional officer
positions were eliminated as a cost cutting strategy. The seven positions were part of the
master staffing plan for the North Jail in anticipating of operating 54 additional beds. The
positions are now necessary due to the need for additional operating capacity. Counting the 54
beds currently there are 149 extra beds which allow the delay for any new jail construction until
2018-2020 timeframe.
216
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
It is recommended that the additional seven positions for the jail not be filled until there has
been an opportunity to evaluate the inmate jail population projections in regards to the impact of
House Bill 13-1236, which was signed into law on May 11, 2013. HB 13-1236 amends the way
Judges are to administer bail in Colorado. The new law incorporates three of four
recommendations passed by the Colorado Commission on Criminal and Juvenile Justice. Those
three recommendations are: (1) Implement Evidence Based Decision Making Practices and
Standardized Bail Release Decision Making Guidelines (including the use of empirically
developed risk assessment instruments), (2) Discourage the Use of Financial Bond for Pretrial
Detainees and Reduce the Use of Bonding Schedules and (3) Expand and Improve Pretrial
Approaches and Opportunities in Colorado.
A Pretrial Service Specialist has been recommended in Justice Services budget to
accommodate this new law. One of the intents of the law is by identifying appropriate risk of
defendants, the Courts are able to release safely individuals from jail to attend to all of their
Court requirements while remaining law abiding. The increase in pretrial assessments
completed will directly influence the number of defendants sent to the program for pretrial
(community) supervision, instead of to jail, so the jail inmate population should be reduced by
this program. The question is will the impact of HB 13-1236 allow the county to delay adding the
54 new inmate beds in 2014?
The booking manager position has evolved into mid -management with functional responsibility
for the supervision of seven first line shift supervisors and 21 booking and office technicians
working 24 hours daily. The booking manager is on -call and frequently contacted outside of
regular business hours when booking shift supervisors encounter unusual situations. This
position also is the Offender Supervision Bureau records custodian and the Jail Management
System, (SPILLMAN), liaison and super user for the bureau; responsible for coordination and
training. Based upon the job requirements the upgrade from grade 40 to grade 43 is
recommended.
All other items are recommended as requested.
BOARD ACTION:
217
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily 575 608 630
Avg. Work Release Clients Daily 200 200 200
Avg. Electronic Home Monitoring Daily 65 70 68
Total Offenders Under Supervision Daily 840 878 898
All Offenders Processed Into Facilities 14,750 15,000 15,250
Number of Offenders Transported to 18,750 19,750 20,500
Court Appearances
New Correctional Officers Entering 30 30 45
Basic Training
Efficiency Measures
Offender Supervision FTE's per 8.76 8.68 8.83
10,000 Capita
Per capita net cost $75.40 $77.89 $79.55
Avg. Medical Cost Per Inmate Daily $12.54 $13.95 $14.13
Avg. Food Cost Per Inmate Daily $3.65 $3.33 $3.42
Secure Facility Occupancy Rate 93% 99% 92%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Performance Indicators for North Jail Complex (1000-24410) Summary.
218
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the District Attorney and the Courts of record in the county. 94 CV 419, Div I, 19th
Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County
Courthouse. This budget unit supports the resources to comply with all of these requirements.
Section 18-1.3-106, C.R.S., allows for the operation of jail alternative programs to be used by
the court in sentencing, and Section 16-4-105, C.R.S., provides for the operation of a pre-trial
supervision program. Jail alternative programs operate within this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,767,001
$ 2,988,663
$ 3,083,060
$ 2,967,495
Supplies
49,081
57,757
67,292
67,292
Purchased Services
513,871
715,689
718,550
718,550
Fixed Charges
1,650
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,331,603
$ 3,762,109
$ 3,868,902
$ 3,753,337
Revenue
874,050
960,400
964,325
964,325
Net County Cost
$ 2,457,553
$ 2,801,709
$ 2,904,577
$ 2,789,012
Budgeted Positions
36.0
38.0
39.0
38.0
SUMMARY OF CHANGES: Restructuring within the Sheriff's Office transferred the one
Fugitive officer to the Public Safety Bureau in 2013 ($65,732). One additional Courts Services
commander ($94,278) and one Office Technician III ($44,564) has been requested in the 2014
budget to meet current needs as it relates to effective supervision and span of control. The
transfer of the fugitive officer and the additional personnel requests reflects an overall increase
in the personnel services of $94,397. An increase in supplies of $9,535 reflects the need to
purchase three APX 4000 Motorola radios to replace aging equipment. A slight increase of
$2,811 in purchased services reflects price increases in inmate supplies. Revenue is projected
up slightly by $3,925
FINANCE/ADMINISTRATION RECOMMENDATION: As discussed in Sheriff Administration
budget (1000-21100), since the Polygraph Examiner/Applicant Coordinator position is
recommended the additional Commander requested in the Centennial Jail budget is not
recommended and funds are not included in the 2014 recommended budget. The Polygraph
Examiner/Applicant Coordinator position should free up the Commanders' time enough to avoid
adding another Commander position, plus the Fugitive Warrant position added last year has
been transferred to Operations reducing the current supervision requirements in the area. Policy
issue.
219
CENTENNIAL JAIL
(CONTINUED)
1000-24420
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): The Office Tech Ill position
is recommended and funding included in the 2014 budget. With the increase in court transports
and appearances, similar increases in workloads have increased for the court officers. The
requested Office Tech Ill position is necessary to provide support to the court officers, by
assuming some functions such as reviewing court dockets, updating court dates in the jail
management system and assisting the transportation coordinator. Court officers currently spend
approximately 1 hour of their shift reviewing court dockets for their assigned division and
updating the jail management system. The requested office technician will assume these
duties, as well as others, allowing court officers to utilize their time conducting courthouse
security checks, transportation and supervision of inmates to and from court. Policy issue.
All other items are recommended as requested.
BOARD ACTION:
PERFORMANCE MEASURES: Included in North Jail Complex (1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Performance Indicators.
220
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity. This indication, however, is based upon
reasonable forecasts about the future and does not account for unforeseen impacts on jail
utilization during 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES: See North Jail budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Performance Indicators.
221
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: Provides dispatch services for 18 law enforcement agencies,
20 fire departments, 3 rescue/ambulance departments, plus local government including public
works.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 254,058
$ 5,326,246
$ 5,326,246
Supplies
97,234
36,255
14,445
14,445
Purchased Services
2,472,957
2,850,108
1,687,081
1,687,081
Fixed Charges
71,868
0
0
0
Gross County Cost
$ 2,642,059
$ 3,140,421
$ 7,027,772
$ 7,027,772
Revenue
483,736
661,377
2,577,327
2,577,327
Net County Cost
$ 2,158,323
$ 2,479,044
$ 4,450,445
$ 4,450,445
Budgeted Positions
0
2
61
61
SUMMARY OF CHANGES: The Commissioners and Greeley City Council made a decision in
midyear 2013, to transition to a new organizational model where Weld County will assume the
management of the WCRCC site to dispatch all Weld County public safety entities, including
Greeley, under the management of the Weld County Director of Public Safety Communications.
The City of Greeley will become a user of the WCRCC, like all other public safety entities in
Weld County.
The County, with the recommendation of the Communications Advisory Board, has developed
and approved a formula for charging WCRCC user agencies. The method charges a flat rate
per call over certain thresholds for fire and police calls averaged over four years. For 2014,
user agencies will be charged $337,861 per the formula adopted. With the transfer of the Weld
County Paramedic Service to NCMC, Inc/Banner Health May 7, 2012, Banner will reimburse the
county for dispatch service according to the formula in the amount of $369,212 for 2014. In
addition, the County recovers $1,816,158 from E911. The county will earn $54,096 from tower
rental leases. Total revenues for 2014 will be $2,577,327.
On the expense side of the budget all the costs of the WCRCC are included in this budget. Of
the total costs E911 will pay $1,816,158. The personnel costs total $5,326,246 for 61 FTE that
include 9 call takers, 40 dispatchers, 8 supervisors, MSAG position, Office Tech, Operations
manager, and Director. Staffing for dispatchers and call taker is based upon a 12 hour shift
model, the goal will be to move to an 8 hour shift model in 2015. Overtime is funded at
$345,000. Supplies are funded at $14,445, and purchased services are $1,687,081. Total gross
costs are $7,027,772.
222
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (continued): Net costs are $4,450,445 up $1,971,401 primarily
due to the City of Greeley only paying as a user rather than sharing costs, additional staffing for
the WCRCC, and 2014 COLA and health insurance increases are included in the 2014
recommended budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Funding of WCRCC is recommended at
the level proposed. In putting together the budget staff has tried to insure all items are fully
funded, but until there are a couple years of experience of the new management and funding
model staff has erred on the side of insuring more than adequate funds are budgeted when in
doubt. For example, some items such as, overtime are not as certain due to lack of history with
the new management approach.
One policy issue for the Board is the funding of another System Consulting Senior Analyst
($138,468) dedicated to the dispatch module of Spillman and to interface with user agencies. .
The Board on July 10, 2013, requested a work session with ACS senior management to get a
comprehensive overview of the contract budget and the justifications for the request. Based
upon those discussions the Board will determine whether or not to fund the newly requested
position. Another option is for the county to hire an equivalent county employed position
assigned to the WCRCC to fulfill the same function and interface between the users and ACS'
technical staff.
BOARD ACTION:
223
COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls
Non -911 Calls
CAD Incidents for Law and Fire/Ambulance
EMD Calls
Criminal Justice Records, Total Case #'s
issued
ARS Documents Transcribed
Warrants Processing Activity
Citations Processed
Phone Calls into Records
Efficiency Measures
FTE's per 10,000 per Capita
Per Capita Cost - Operating Budget
EMD Call per FTE
CAD Incident per FTE
ARS Document transcribed per FTE
101,000 104,000 110,000
254,000 260,000 270,000
350,000 360,000 360,000
17,500 18,500 18,500
30,000 30,500 30,500
50,000
21,000
61,000
75,000
51,000
21,500
61,500
76,000
2.07 2.07
$8.10 $9.16
324 330
6,481 6,667
2,128 2,170
52,000
22,000
62,000
78,000
2.23
$16.16
324
6,315
2,212
Goal PS1: To answer 100% of 911 calls within 15 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS1-01: Improved
customer service in
the most critical
component of
emergency
dispatch services
Percentage of calls answered within 15
seconds
99%
99%
99%
224
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county -wide
communications system and replacement plan for radios.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
550,000
50,000
50,000
Gross County Cost
$
0
$ 550,000
$ 50,000
$ 50,000
Revenue
0
0
0
0
Net County Cost
$
0
$ 550,000
$ 50,000
$ 50,000
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: It was deeded that the communications system be upgraded in
2011-2012, at a total cost of $7,300,000. The upgrade for 2011-2012 was funded by the E911
Authority Board contributing $2,000,000 from its reserve and Weld County contributing
$2,600,000 in 2011 and 2012, with the remaining $4,700,000 coming from the Capital
Expenditure Fund for the total estimated cost of $7,300,000. Since 2013, Weld County has
funded $950,000 per year, for the Communications System Reserve for future communications
systems upgrades. In 2011, the Board approved Communications system upgrade funding in
the Capital Expenditure Fund.
From the past two years of unspent funds in this budget and excess fund balance in 2013,
$2,200,000 was placed in the capital reserve for the mobile and portable radio replacement.
Purchase of the radios is being delayed pending the FCC waiver regarding going to a different
bandwidth. Without the waiver the change must take place by 2017.
For 2014 only $50,000 is budgeted for unanticipated Communications equipment for tower
equipment or radios.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
225
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Supplies
$ 0
$ 0
$ 0
$ 0
Purchased Services
1,079,056
1,214,224
1,522,541
1,522,541
Gross County Cost
$ 1,079,056
$ 1,214,224
$ 1,522,541
$ 1,522,541
Revenue
2,640
0
312,991
312,991
Net County Cost
$ 1,076,416
$ 1,214,224
$ 1,209,550
$ 1,209,550
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City
of Greeley to operate and maintain the criminal records management system and Criminal
Justice Information Center. On July 7, 2010, was updated to continue the arrangement. In
2013 the contract was updated to continue the arrangement, except Weld County will manage
the public safety information system (Spillman).
Records management costs shall be allocated based upon resources used by each agency
being served. A cost allocation system formula and methodology agreed to by the City of
Greeley Finance Director and the Weld County Director of Finance and Administration shall be
applied annually to allocate costs. The County shall pay the total costs for its share of
utilization. Weld County's share for 2014 will be $655,794 for records.
Information services shall be in the county budget to maintain the public safety information
system (Spillman) through a contract with ACS. The ACS contract costs will be $662,017, and
other equipment, maintenance and computer associated costs will be $828,421 for a total of
$1,490,438. A $521,653 charge back of 35% to WCRCC and E911 will offset the information
services charges for net of $968,785 for information services.
Revenue in the amount of $312,991 from the City of Greeley for their share (21%) of information
services for Records. Net county costs are down $4,674.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
226
CRIMINAL JUSTICE INFORMATION
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ARS documents transcribed 50,000 51,000 52,000
Efficiency Measures
Per capita cost (county support) $4.04 $4.49 $4.39
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
227
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County.
Autopsies are performed in all cases of suspicious death, or at the discretion of the Coroner's or
District Attorney's Office. State laboratories are available in Denver; however, Weld County's
Coroner employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 518,131
$ 492,372
$ 514,056
$ 492,372
Supplies
26,444
19,200
26,800
26,800
Purchased Services
268,229
266,600
289,350
282,200
Fixed Charges
454
0
0
Capital
5100
0
0
Gross County Cost
$ 818,358
$ 778,172
$ 830,206
$ 801,372
Revenue
4,515
500
500
500
Net County Cost
$ 813,843
$ 777,672
$ 829,706
$ 800,872
Budgeted Positions
6.5
6.5
7
6.5
SUMMARY OF CHANGES: The department is requesting a 0.5 FTE as a part-time autopsy
technician ($21,684). In contract services there is a request for a contract investigator paid
piece work (flat rate per investigation of $130, estimate 55 cases per year; $7,150).
In small items of equipment there is $2,800 for a replacement body cot, and $4,800 for a 800
mhz radio for the vehicle that does not have a radio. An increase of $600 for training and
$14,000 for depreciation of vehicles is included in the request. $900 requested for employee
drug testing was removed from the request, since Human Resources handles drug testing
where appropriate and it is not budgeted at the departmental level.
FINANCE/ADMINISTRATION RECOMMENDATION: The part-time autopsy technician
($21,684) and contract investigator ($7,150) are not included in the recommended budget. The
workload and comparison to other counties indicate that the 6 FTE for investigation should be
adequate to provide 24/7 coverage based upon workload. These items are a policy issue for the
Board. All other items requested are recommended.
BOARD ACTION:
228
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
2012 ACTUAL 2013 ESTIMATED 2014 PROJECTED
Work Outputs
Total Number of cases 1,141
Number of scene investigations 469
Number of full autopsies 168
Efficiency Measures
FTE's per 10,000/capita 0.246
Per capita cost (county support) $2.65
Cost per autopsy (contractor) $904
1,115
460
160
0.244
$2.76
$925
1,150
460
160
0.236
$2.91
$925
Goal P52 -I: Perform all death investigations in a timely manner.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-1-1:
Investigative report
cycle time
100% of Major investigative reports are
submitted to the pathologist within 21 -
days of death notification to the
department.
90%
95%
99%
PS2-1-2
Autopsy cycle time
100% of autopsies are conducted within
24 hours of the death/decision to autopsy
95%
98%
100%
PS2-1-3
Decedent property
80% of decedent property is returned to
family within 21 -days
60%
75%
100%
229
Goal PS2-2: To provide for a safety work environment.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-2-1:
Improve workplace
safety
Convert the investigators scheduling to
limit the exposure of hours worked, and
improve sleep cycles
Recurring safety awareness training for
lifting/moving bodies, and safety in the
autopsy room.
Workplace immunizations (HepA, HepB,
Tdap, influenza, and TB monitoring)
25%
50%
75%
PS2-2-2
Workplace drug and
alcohol monitoring
Implement a program of drug and alcohol
testing for all investigators upon new -
hire, following accident, upon reasonable
suspicion, and random testing
0%
0%
100%
Goal PS2-3: Enhance • rofessionalism and promote department excellence.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-3-1:
National certification
for all investigators
100% of investigators certified through
testing
33%
66%
100%
PS2-3-2:
Skill set education
and training
Develop career path goals
0%
50%
80%%
PS2-3-3:
Transparency and
public awareness
Prepare press releases for graduations,
awards and significant achievements
0%
50%
100%
PS2-3-4:
Database
management system
Convert from a local database system to a
managed system
0%
0%
100%
PS2-3-5:
Workload leveling
Implement a concept of "teaming" for
case work
10%
15%
25%
230
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100
DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to
the Court about newly arrested persons entering the jail, and offer recommendations on
possible safe release options of these persons. They also provide supervision methods for
selected defendants released from jail before trial in order to decrease any unnecessary and
costly pretrial incarceration, to assure that they will appear and answer before the Court and to
reduce any future criminal acts. Department also provides administrative support to the Criminal
Justice Advisory Committee (CJAC).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 422,983
$ 496,729
$ 562,324
$ 562,324
Supplies
5,883
15,000
16,000
16,000
Purchased Services
33,095
36,577
36,577
36,577
Gross County Cost
$ 461,961
$ 548,306
$ 614,901
$ 614,901
Revenue
21,017
25,000
25,000
25,000
Net County Cost
$ 440,944
$ 523,306
$ 589,901
$ 589,901
Budgeted Positions
6
6.5
7.5
7.5
SUMMARY OF CHANGES: One Pretrial Service Specialist position ($65,595) is requested to
handle the anticipated workload resulting from the passage of HB 13-1236. The new law
encourages judges to rely less on monetary bond schedules, and to use Pretrial Services more.
The additional position will produce cost avoidance in the jail and generate approximately
$5,000 in service fees. The department now provides administrative support to the Criminal
Justice Advisory Committee (CJAC). Therefore a small increase to supplies to support CJAC
function is included in the budget.
FINANCE/ADMINISTRATION RECOMMENDATION: HB 13-1236 amends the way judges are
to administer bail in Colorado. The new law incorporates three of four recommendations passed
by the Colorado Commission on Criminal and Juvenile Justice. Those three recommendations
are: (1) Implement Evidence Based Decision Making Practices and Standardized Bail Release
Decision Making Guidelines (including the use of empirically developed risk assessment
instruments), (2) Discourage the Use of Financial Bond for Pretrial Detainees and Reduce the
Use of Bonding Schedules and (3) Expand and Improve Pretrial Approaches and Opportunities
in Colorado.
The requested Pretrial Service Specialist is recommended to accommodate this new law. One
of the intents of the law is by identifying appropriate risk of defendants, the Courts are able to
release safely individuals from jail to attend to all of their Court requirements while remaining
law abiding. The increase in pretrial assessments completed will directly influence the number
of defendants sent to the program for pretrial (community) supervision, instead of to jail, so the
jail inmate population should be reduced by this program. Therefore, this position should prove
to be cost effective for the county overall.
231
PRETRIAL SERVICES
(CONTINUED)
1000-24100
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
2,400
2,600 2,600
.246 .284
$1.24
$1.28
.284
$1.28
Goal PS3: Provide safe and less expensive alternatives to use of jail, detention and prisons; help promote
an accountable, coordinated justice system that focuses on 'resent and future needs of Weld County.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS3-2: Pretrial
Cost avoidance/savings by helping
2,400
2,600
3,000
Services. Reduce
manage overcrowding and high expense
Defendant
Defendant
Defendant
cost of pretrial
incarceration.
of operating the jail;
interviews
interviews
interviews
Pretrial release &
800
870
950
supervision services
Defendants
Defendants on
Defendants on
assure court
appearances and
reduce new crime
commission by
defendants released
on bond
Potential cost avoidance (est.)
on
supervision
$1,000,000
supervision
$1,096,000
supervision
$1,197,000
Low failure to appear rate for court
4% Failure
4% Failure to
4% Failure to
appearances and re -arrest of defendants
under pretrial services supervision.
to Appear
Appear
Appear
5%
5%
5%
Commission
Commission
Commission of
of new
crime
of new crime
new crime
232
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150
Adult Diversion Services program --Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens
defendants for acceptance into the program and develop service plans to address defendants'
risks and needs. Completion of the program will result in dismissal of charges or its equivalent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 67,958
$ 50,593
$ 50,593
$ 50,593
Supplies
0
500
500
500
Purchased Services
0
500
500
500
Gross County Cost
$ 67,958
$ 51,593
$ 51,593
$ 51,593
Revenue
0
0
14,000
14,000
Net County Cost
$ 67,958
$ 51,593
$ 37,593
$ 37,593
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: No changes are requested in the expenditures. Revenue has
increased by an estimated $14,000 due to the collection of Adult Diversion program fees
assessed to diversion defendants. This estimate is based on the amount of fees collected from
April, 2012 through June 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS:
233
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized
under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the
Colorado legislature through the Division of Criminal Justice (DCJ) for administration and
placement of offenders into community corrections programs. The Weld County Community
Corrections Board, under the authority of the Board of Commissioners of Weld County,
sub -contracts with selected vendors to provide residential and/or non-residential supervision
services of adult felony offenders sentenced directly to these programs, or in lieu of, or as a
transition from prison. Justice Services oversees all aspects to the administration of community
corrections.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 50,438
$ 57,309
$ 52,392
$ 52,392
Supplies
1,241
1,000
1,000
1,000
Purchased Services
2,472,195
2,400,069
2,587,736
2,587,736
Fixed Charges
28,944
31,080
27,928
27,928
Capital
0
0
0
0
Gross County Cost
$ 2,552,818
$ 2,489,458
$ 2,669,056
$ 2,669,056
Revenue
2,386,431
2,489,458
2,669,056
2,669,056
Net County Cost
$ 166,387
$ 0
$ 0
$ 0
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: Average daily residential & non-residential offender populations at
the community corrections facility remain steady. State allocation for SFY 13/14: $1,482,412 for
Residential Diversion services, $691,792 for Residential Transition services, $197,655 for
Residential Condition of Parole services, $65,152 for Non -Residential services, $100,000 for
Correctional Treatment Support services, $29,389 for Offender Subsistence Forgiveness
program (new line item) and $102,656 for Corrections Board administration and activities. Also,
the budget includes continued stable funding to support the Intensive Supervision Program
(ISP) of certain inmates/parolees under the local supervision of the Department of Corrections
(DOC). Two (2%) percent of these funds based on monthly service utilization remains with Weld
County for program administration.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. All costs are paid
by State funds; no cost to the county. Revenue from the lease of the community corrections
facility of $271,572 per year is listed under Budget Unit 1000-90100.
BOARD ACTION:
234
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
1000-24200 & 24220
PERFORMANCE MEASURES
Work Outputs
Intervention Community Correction Services:
Daily Populations of Residential Transition,
Residential Diversion beds, Non -Residential
Diversion slots and IRT Placements.
ADP Totals:
Efficiency Measures
FTE's per 10,000/capita
ACTUAL ESTIMATED PROJECTED
236 236 250
236 236 250
0.038 0.037 0.037
Goal PS3: Provide safe and less expensive alternatives to use of jail, detention and prisons; promote an
accountable, coordinated justice system that focuses on present and future needs of Weld County.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS3-1:
Cost savings by providing a less costly
169 residential
169 residential
170 residential
Community
Corrections -
alternative jail and prison
incarceration for adult convicted
(ADP)
(ADP)
(ADP)
Provide safe,
community based
correctional
placement for
eligible adult
offenders ordered
by the Courts
and/or Department
of Corrections.
offenders;
Recidivism rates for offenders,
completing the Community
Corrections Program is substantially
lower after release than offenders
either released from prison or placed
directly on parole.
67 non
residential
2%
67 non
residential
2%
68 non
residential
2%
Ensure offenders
are given
opportunities &
access to resources;
treatment and
employment
services, while
living in staff-
secure correctional
setting
All offenders participate in some form
of educational and/or vocational
programming.
Receive, manage, and process all
community corrections funds from the
State;
Cost avoidance/savings ratio of
300
$2,626,220
$3,500,000
300
$2,489,454
$3,500,000
315
$2,669,055
$3,600,000
Community Corrections Programs to
County.
235
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Building Inspection administers building codes, reviews plans,
and makes on -site inspections during each phase of construction to insure minimum
requirements are met. The Department also assists Weld County citizens in understanding and
applying the International Building Code for utmost construction safety.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 804,303
$ 847,421
$ 847,421
$ 847,421
Supplies
113,001
76,400
60,300
60,300
Purchased Services
78,433
76,825
75,700
75,700
Fixed Charges
102,099
157,015
147,322
147,322
Capital
23,206
0
0
0
Gross County Cost
$ 1,121,042
$ 1,157,661
$ 1,130,743
$ 1,130,743
Revenue
2,671,637
1,500,000
2,100,000
2,100,000
Net County Cost
$ -1,550,595
$ -342,339
$ -969,257
$ -969,257
Budgeted Positions
10.25
11.00
11.00
11.00
SUMMARY OF CHANGES: Supplies are up $800 for small items of equipment with an
offsetting reduction of $14,400 in computer software. Vehicle expenses are up $475. Travel is
down $900 and tuition $200.
Revenues are up $600,000 as development and oil and gas activity continues to pick up in the
county.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
236
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed 18,600 18,600 18,724
Avg. # of inspections per building permit 15.5 15.5 16
Number of Inspectors 4 4 4.5
Number of inspections per inspector daily
Number of Bldg Compliance violations
17 17 17
144 144 144
Number of Bldg Complaints 80 80 80
Number Compliance cases closed 200 240 240
Number of miles driven by inspectors 130,00 130,000 135,000
Number of inspectors performing
Combination Residential Inspections 2.5 2.5 3
Plans Examiner/Inspector-On-Call Work Outputs)
Number of Plans Examiners 2 2 2
# of major plan reviews 285 285 285
# of minor plan reviews 1,400 1,400 1,400
Technical Support Work Outputs
# of building permits processed (if this is 2,700 2,700 2,700
changed to issued permits, these numbers
would change)
Efficiency Measures
FTE's per 10,000/capita 0.385 0.407 0.400
Per capita gross cost $ 10.04 $ 4.28 $4.11
237
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU5: Ensure safe construction throughout unincorporated Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU5-1: Conduct
safe and quality
plan reviews and
inspections
following
adopted codes
Attendance of each Plans
Examiner/Building Inspector/Building
Official/Tech at 2 ICC classes (7 staff)
Maintenance of appropriate certifications
14
100%
14
100%
14
100%
Goal LU-6: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors,
and builders throu ' h education.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU6-I: To ensure
current and updated
information is
available to the
public on handouts
and website
Revise handouts and update website
quarterly
100%
100%
100 %
Ensure routine
communication
with builders and
contractors
Host/attend two Building Trades
Advisory meetings per year
2
2
2
Ensure inspectors
have more
handouts in the
field for a non-
technical audience
Plans examiner present to the Building
Official any changes to code quarterly
4
4
4
Consistent
inspections
conducted in the
field
Provide "team training" in the field to
ensure consistency by inspectors
3
3
4
238
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU7: Maintain quality, professional and timely site inspections.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU7-1: Maintain a
record of permit
expirations and
inspections to
ensure permits are
current.
Percentage of complete records
100%
100%
100%
Provide 24 hour
turnaround time
for inspections.
Percentage of 24 hour turnaround
inspections(measured by complaints)
99.5
99.5
99.5
Ensure timeliness
of entering
inspections and
appropriate follow-
up.
Maintain proficiency in Accella to ensure
information is updated and available
90%
90%
95%
Provide plan
review turnaround
within current
policy time frame.
Review plans in a timely manner current
with policy time frame — measurable by com
plaints
100%
100%
100%
Return customers
call and questions
within 24 hours.
Measurable by number of complaints
annually
100%
100%
100%
Maintain quality
customer service
with existing staff
levels
Measurable by annual complaints
90%
100%
100%
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMENDN
EXT FY
Personnel Services
$ 254,276
$ 346,895
$ 346,895
$ 346,895
Supplies
37,237
69,425
79,550
79,550
Purchased Services
96,088
374,050
374,050
374,050
Fixed Charges
9,057
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 396,658
$ 790,370
$ 800,495
$ 800,495
Revenue
3,583
6,000
6,000
6,000
Net County Cost
$ 393,075
$ 784,370
$ 794,495
$ 794,495
Budgeted Positions
2 FTE
4 PT
2 FTE
6 PT
2 FTE
6 PT
2 FTE
6 PT
SUMMARY OF CHANGES: Supplies increased a total of $10,125. Computer Software and
Attachments was added in the amount of $5,000 for GPS Software Critical Infestation Mapping;
Uniforms and Clothing was increased $450 due to additional seasonal employees; Other
Operating Supplies increased $4,675 based on anticipated herbicide needs for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
240
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established codes,
polices, and procedures 100% 100%
Attendance at all safety meetings 95% 95%
Lane miles mowed annually 700 700
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.07
$2.99
.07
$2.94
100%
95%
1,300
.07
$2.89
Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious weed
control) on County property and assist land owners with compliance with the law through
public education and assistance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW9-1: Weed
operations will meet
established codes,
policies, and
procedures.
100% accuracy 100% of the time
100%
100%
100%
TPW9-2: Mowing
Operations
95% accuracy 100% of the time
95%
95%
95%
TPW9-3: Roads
spot treated for
noxious weeds
95% accuracy 100% of the time
90%
90%
95%
241
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: Section 24-32-2107, C.R.S., requires each county to maintain
a Disaster Agency which has jurisdiction over and serves the entire county. The Director or
Coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level. The focus for OEM is All -Hazards
Planning and Coordination with County Departments, Agencies and Organizations.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 191,032
$ 186,648
$ 186,648
$ 186,648
Supplies
5,121
7,900
7,900
7,900
Purchased Services
43,295
34,285
44,945
44,945
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 239,448
$ 228,833
$ 239,493
$ 239,493
Revenue
82,321
70,500
70,500
70,500
Net County Cost
$ 157,127
$ 158,333
$ 168,993
$ 168,993
Budgeted Positions
2.5
2.5
2.5
2.5
SUMMARY OF CHANGES: Changes in the OEM budget include costs for the EOC phones
($13,260). The expense was moved from the Non -Departmental budget (1000-90100). These
costs were moved to the OEM budget to track reimbursement through the Emergency
Management Performance Grant. Vehicle costs are down $2,700 based upon usage.
Memberships are up $100. Grant revenues are the same at $70,500. OEM will continue to track
with the current goals; there will be an increase in the number of exercises and trainings as we
move into a three year plan for training and exercise. Net increase in the budget is $10,600.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increase for
phones allows for the tracking of reimbursement through the Emergency Management
Performance Grant.
BOARD ACTION:
242
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 6 12 12
Number of people participating in drills 500 500 500
Number of inspections and/or reports 12 18 18
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
.094
$0.59
.094
$0.59
.091
$0.61
Goal PS4: Reduce the risk and mitigate the impact to communities and citizens due to all hazard incidents.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Comprehensive
Preparedness
Planning; -
Develop/Review of
Emergency Operations
Plan, Hazmat,
Mitigation and COOP
plans. Collect and
document Tier II
reports for Facilities
that have reportable
chemicals. Utilize
CAMEO for tracking
incidents.
Plans will be reviewed and updated on
an annual basis or after a Man —made
or Natural incident.
Coordinate preparedness planning with
County Departments to include;
updates to safety plans and COOP
planning. Work with local communities
on COOP Planning and EOP
Updates/Development. Participate with
the County IMT (COG) for emergency
planning and EOC operations.
Work with businesses and organization
in the County that are required to file
Tier II Reports. Use CAMEO to
document the reports and any incidents
that occur. Provide information to
agencies and citizens upon request.
100%
100%
100%
243
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Collaborative
Coordination;
Sponsor Citizen Corps /
Ready Colorado
programs and
initiatives for citizen
preparedness
Provide opportunities for citizens to
attend preparedness classes through
Citizen Corps Programs
Provide opportunities for Citizens and
First Responders to attend Storm
Spotter Training sponsored by NOAA.
100%
100%
100%
Progressive Training
and Exercise
Provide opportunities
for Table Top,
Functional and Full
Scale Exercises each
year that meet HSEEP
standards and include
multi disciplinary
incidents.
Work with Weld County Departments,
agencies and organizations for planning
of one Full Scale exercise each year.
Participate in one EOC exercise each
year and coordinate with other
jurisdiction on Table top exercises and
DOC exercises. (See EMPG Exercise
Plan from OEM)
100%
100%
100%
Resource
Management;
Develop and maintain
up-to-date information
on available resources
in Weld County
Stay compliant with the Colorado
Connect and WebEOC Resource
inventory. Work with Local
Jurisdictions to stay compliant and
complete a review of the resource
systems by July 31 of each year.
100%
100%
100%
Integrated Emergency
Management
Prepare for, respond to,
recover from, and
mitigate against
disaster
Ensure unity of effort among all levels
of government and all elements of
communities, partner with NGO's and
local jurisdiction for a consistent,
enhanced County wide program.
100%
100%
100%
Grants Management
Identify gaps in
capabilities and seek
grant funding to
support increasing
capability.
Coordinate with county agencies to
complete capability assessments and
gap analysis at the County level. Use
the information to support priority
projects from available grants
100%
100%
100%
Incident and
Emergency
Communication
provides emergency
communication to end
users for active
incidents and
emergencies.
Provide information on current incident
or emergencies using media sources;
texts, web, EAS etc. Provide
information to First Responders and
Citizens with the most current
information utilizing PIO's
100%
100%
100%
244
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Collaborative
Coordination;
Sponsor Citizen Corps /
Ready Colorado
programs and
initiatives for citizen
preparedness
Provide opportunities for citizens to
attend preparedness classes through
Citizen Corps Programs
Provide opportunities for Citizens and
First Responders to attend Storm
Spotter Training sponsored by NOAA.
100%
100%
100%
Progressive Training
and Exercise
Provide opportunities
for Table Top,
Functional and Full
Scale Exercises each
year that meet HSEEP
standards and include
multi disciplinary
incidents.
Work with Weld County Departments,
agencies and organizations for planning
of one Full Scale exercise each year.
Participate in one EOC exercise each
year and coordinate with other
jurisdiction on Table top exercises and
DOC exercises. (See EMPG Exercise
Plan from OEM)
100%
100%
100%
Resource
Management;
Develop and maintain
up-to-date information
on available resources
in Weld County
Stay compliant with the Colorado
Connect and WebEOC Resource
inventory. Work with Local
Jurisdictions to stay compliant and
complete a review of the resource
systems by July 31 of each year.
100%
100%
100%
Integrated Emergency
Management
Prepare for, respond to,
recover from, and
mitigate against
disaster
Ensure unity of effort among all levels
of government and all elements of
communities, partner with NGO's and
local jurisdiction for a consistent,
enhanced County wide program.
100%
100%
100%
Grants Management
Identify gaps in
capabilities and seek
grant funding to
support increasing
capability.
Coordinate with county agencies to
complete capability assessments and
gap analysis at the County level. Use
the information to support priority
projects from available grants
100%
100%
100%
Incident and
Emergency
Communication
provides emergency
communication to end
users for active
incidents and
emergencies.
Provide information on current incident
or emergencies using media sources;
texts, web, EAS etc. Provide
information to First Responders and
Citizens with the most current
information utilizing PIO's
100%
100%
100%
245
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs;
development referrals; field survey operations to establish line and grade control; administrative
and inspection work in utility and subdivision construction; performs laboratory tests to
determine soil properties, construction and materials quality; all phases of highway engineering,
bridge engineering, design and construction inspection.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,881,784
$ 2,082,410
$ 2,310,656
$ 2,310,656
Supplies
91,032
114,958
145,000
145,000
Purchased Services
509,856
1,020,920
779,275
779,275
Capital
50,465
0
0
0
Contra
-604,278
-642,437
-659,585
-659,585
Gross County Cost
$ 1,928,859
$ 2,575,851
$ 2,575,346
$ 2,575,346
Revenue
0
0
0
0
Net County Cost
$ 1,928,859
$ 2,575,851
$ 2,575,346
$ 2,575,346
Budgeted Positions
20
22
24.75
24.75
SUMMARY OF CHANGES: Personnel Services increased $228,246 to fund an additional
3/4 -time Inspector ($36,858); one Appraiser ($76,944); one Engineer II in Development Review
($76,944); two interns for three months ($28,000) and promotions for three Engineering Techs
($7,500). Uniforms and Clothing increased $2,000 for additional employees.
Supplies increased a total of $30,042 based on the following: Small Items of Equipment was
increased $40,200 to fund traffic counter replacements and accessories, Saturated Hydraulic
Conductivity, a Soil Processor, GPS unit and software, and a new scanner. Computer Software
and Attachments increased $10,000 for new software and licenses. Road Construction
Supplies decreased $20,158 as annual water assessments are funded through budget 1000-
96600.
Purchased Services decreased $241,645 based on the following: Publications and
Subscriptions increased $1,500 for additional manuals for new employees. Memberships and
Registration fees increased $1,590 based on historical costs and anticipated costs for 2014.
Phones increased $500 for anticipated costs for additional employees. Engineering and
Architectural decreased $10,000 as appraisal service costs will be eliminated by hiring an
appraiser. Other Professional Services decreased $309,700 as water rights services are
funded through budget 1000-96600. Vehicle Expense was increased $24,990 for increased fuel
costs due to additional employees and for safety equipment for pool vehicles.
Training increased $11,900 based on history and additional training for new employees.
Strategic Roads increased $37,575 based on capital improvement projects for 2014. The
Contra Account was increased $17,148 for the Engineering Dept chargeback to the Planning
Department.
246
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the new
positions. Board approved the Appraiser and Engineer II mid -year. The 0.75 Inspector and
interns are necessary for the work plan in 2014. Engineering Tech positions are flexibly staffed
and eligible for promotion.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed
Number of construction projects completed
Number of land use case reviews
6
6
440
6
4
450
4
6
500
Access Permit
Right -of -Way Permits
Special Transport Permits
Grading Permits
Floodplain Reviews
ACTUAL ESTIMATED PROJECTED
442
536
1,455
53
63
460
560
1,500
60
60
460
560
1,500
60
60
Goal TPWS: Provide engineering services including design, development, inspections, and all phases of
highway engineerin ! bridge engineering and construction inspection and testing.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPWB-1: Capital
Improvement
95% accuracy 100% of the time
100%
100%
100%
TPW8-2:
Construction
Testing
99% accuracy 100% of the time
100%
100%
100%
TPW8-3:
Development
Review
99% accuracy 100% of the time
100%
100%
100%
TPW 8-4: Five Year
Plan
90% accuracy 100% of the time
100%
100%
100%
247
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100
DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds and
related equipment, as well as the missile silo and archive storage areas. Also provides security
for the park.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 55,634
$ 56,400
$ 56,400
$ 56,400
Supplies
1,241
4,025
4,025
4,025
Purchased Services
13,586
26,000
21,000
21,000
Fixed Charges
100
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 70,561
$ 86,425
$ 81,425
$ 81,425
Revenue
2,060
2,600
2,000
2,000
Net County Cost
$ 68,501
$ 83,825
$ 79,425
$ 79,425
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: Purchased services are down $5,000, as the repair and
maintenance costs of the facility have stabilized after the tornado repairs have all been
completed. Revenue is down $600 based upon utilization of park for overnight stays and septic
dumps. Overall net county costs are down $4,400.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
248
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
625 550 600
0.038
0.037 0.036
$0.258 $0.310 $0.289
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
249
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and
future park projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
29,000
29,000
29,000
29,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 29,000
$ 29,000
$ 29,000
$ 29,000
Revenue
0
0
0
0
Net County Cost
$ 29,000
$ 29,000
$ 29,000
$ 29,000
Budgeted Positions
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. This represents $18,000
towards the staff position and $11,000 towards maintenance. The budget is the same as last
year. The Board agreed, in April, 2004, to fund the County's share. A new IGA was developed
in 2006, which includes full maintenance and administration of the trail, with each party paying
one-third of the costs. The City of Greeley actually does the maintenance and administration
through its Parks Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit
consolidates all spending on trail maintenance and development, as well as any new park
development. Recommend the $29,000 for maintenance of the Poudre River Trail. No other
projects have been requested for 2014.
BOARD ACTION: Approved as recommended.
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley
Weld County Airport.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 0
$
0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$ 0
$
0
$ 0
Revenue
0
0
0
0
Net County Cost
$
0
$ 0
$
0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: For the third year in a row the airport is not making any request for
funding. The airport does not have any projects that they feel are appropriate for the county to
participate in funding for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
251
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the eighteen senior
centers throughout the county.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,500
13,000
13,000
13,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,500
$ 13,000
$ 13,000
$ 13,000
Revenue
0
0
0
0
Net County Cost
$ 12,500
$ 13,000
$ 13,000
$ 13,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $13,000 is the same as 2013. The funds
will be equally divided among the eighteen (18) senior centers throughout Weld County. Each
site determines how the money can best be spent to benefit their senior program
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, and Big Thompson Watershed Forum.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
8,905
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,905
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 8,905
$ 10,000
$ 10,000
$ 10,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2013, and includes dues for the North
Front Range Water Quality Planning Organization (NFRWQPO) ($9,000) and membership for
the Big Thompson Watershed Forum ($1,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the other
Engineering (Budget Unit 1000-31100-6359) budget since it involves drainage issues and not
water quality.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in
NFRWQPO and Big Thompson Watershed Forum.
BOARD ACTION: Approved as recommended.
253
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally
disabled citizens of the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
38,225
38,225
100,000
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 38,225
$ 38,225
$ 100,000
$ 38,225
Revenue
0
0
0
0
Net County Cost
$ 38,225
$ 38,225
$ 100,000
$ 38,225
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision has requested $100,000 to partially fund the
administrative functions related to the delivery of services excluded in the current State funding
mechanism. Significant budget changes at the federal and state levels have resulted in less
income. The change to a fee for service model has taken away Envision's flexibility to set local
individual rates and to direct funds to clients according to their needs. The changes have
caused Envision to struggle financially the last few years. As a result, Envision is asking the
county to fund the administrative functions excluded in the changes to the federal and state
funding mechanism. The current funding level is $38,225. The recommended 2014 funding
level is $38,225, which is the same level as 2013, like all other outside agencies
FINANCE/ADMINISTRATION RECOMMENDATION: Finance does not dispute that Envision
has a major financial challenge, but it is not recommended that the county provide additional
funding to go towards solving the problem. Envision is going to have to continue to change its
programs and business model to adapt to the new funding methods of the state and federal
government, like the county often has to do.
254
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-50130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): Prior to 2008, the statute
stated that there should be five percent local funding. With the 2008 amendment to
Section 27-10.5-104(7)(a), C.R.S., the local funding reference was removed and only
references state and federal funding, except for certain required local school district funds
specified in the statute. With the 2008 amendment there is no requirement for local funding
from the county, not even the $38,225 recommended. Envision has the option of asking the
voters of Weld County for a dedicated mill levy, up to one mill. The ballot issue seeking a mill
levy failed a few years ago.
BOARD ACTION:
255
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
108,225
203,225
203,225
203,225
Fixed Charges
51,475
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 159,700
$ 203,225
$ 203,225
$ 203,225
Revenue
0
0
0
0
Net County Cost
$ 159,700
$ 203,225
$ 203,225
$ 203,225
Budgeted Positions
n/a
n/al
n/a
n/a
SUMMARY OF CHANGES: The request from North Range Behavioral Health (NRBH) is for
$128,225, the same as the current year. NRBH is requesting $108,225 for the base amount
funded historically. In addition NRBH is requesting the continuation of the $20,000 funded in
2013 for the Suicide Education and Support Services (SESS). SESS' primary mission is to
address the suicide rate in Weld County. $75,000 is included for the Drug Court program to
match a grant in Probation to treat clients with substance abuse problems.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the NRBH base
amount of $108,225, the $20,000 for SESS, and the $75,000 for Drug Court.
NRBH merged with SESS in 2009. At that time SESS was severely underfunded and in danger
of closing. The NRBH Board so highly valued the work of the program and its impact on the
community that they initially subsidized the operations with the goal of securing other funding for
SESS. Continued funding of this program is a policy issue for the Board to decide, since it was
funded in 2013 on a pilot basis. The Board wanted demonstrated outcomes to justify any future
funding after the 2013 pilot year. During the school year SESS has provided training and
support to 4,569 individuals, reaching 2,069 more individuals than anticipated or an 83%
increase, in part due to the county's pilot funding of $20,000.
BOARD ACTION:
256
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to
young victims of child abuse and non -offending family members.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,530
9,530
11,913
9,530
Fixed Charges
0
0
0
0
Contra Account
- 2,750
- 2,750
- 3,971
- 2,750
Gross County Cost
$ 6,780
$ 6,780
$ 7,942
$ 6,780
Revenue
0
0
0
0
Net County Cost
$ 6,780
$ 6,780
$ 7,942
$ 6,780
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The requested base contract of $11,913 is a 25% increase over
2013. The additional $2,383 is being requested due to the increased services the agency has
been providing to better serve child victims in the county. The program is used by the Sheriff's
Office, District Attorney, and Social Services. Social Services will reimburse the General Fund
one-third of the cost of this contract.
FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget leaves the
funding level the same as the current year. The increased request of $2,383 is a policy issue for
the Board.
BOARD ACTION:
257
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for
Weld County Retirement Plan.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
1,000,000
5,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County Cost
$ 1,000,000
$ 5,000,000
$ 10,000,000
$ 10,000,000
Revenue
0
0
0
0
Net County Cost
$ 1,000,000 $ 5,000,000 $ 10,000,000 $ 10,000,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Retirement Fund for the
administrative costs of the program. With the underfunding of the Weld County Retirement Plan
the Board has decided to reimburse the Retirement Fund for the administrative costs of the
plan. The administrative costs include the investment fees and other administrative costs.
Annually the costs are $1,000,000. The county stopped paying the fees in the 1980's, so the
$10,000,000 is to not only pay the current fees, but go back over time and reimburse for the
years that the General Fund did not pay due to surplus funding. The level of funding for this
purpose can be reduced in years where the property tax revenues from oil and gas fluctuate
downward.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
258
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,351
12,351
12,351
12,351
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the
Area Agency on Aging Administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
259
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
2,500,000
3,661,473
3,874,463
3,874,463
Capital
0
0
0
0
Gross County Cost
$ 2,500,000
$ 3,661,473
$ 3,874,463
$ 3,874,463
Revenue
0
0
0
0
Net County Cost
$ 2,500,000
$ 3,661,473
$ 3,874,463
$ 3,874,463
Budgeted Positions
n/a
n/a
n/a1
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
260
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's
economic development program through the Upstate Colorado Economic Development, a
public/private non-profit organization. Staffing in 2009, the County began contributing to the
Northeast East Central Colorado Small Business Development Center (SBDC), in addition to
Upstate Colorado Economic Development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
157,890
114,700
165,000
144,700
Gross County Cost
$ 157,890
$ 114,700
$ 165,000
$ 144,700
Revenue
193,190
0
0
0
Net County Cost
$ -35,300
$ 114,700
$ 165,000
$ 144,700
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Upstate Colorado Economic Development (Upstate Colorado)
requested $100,000, which is up $20,300 from the 2013 level of $79,700. The $100,000 would
return Upstate Colorado to their 2009 funding level. Colorado Small Business Development
Center (SBDC) requested $65,000. The original 2013 budget for SBDC was $35,000, and then
on May 6, 2013, the Board added another $10,000 for a total of $45,000. The increased allowed
for the hiring of an additional staff person to respond to service demands.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that SBDC be funded
at $65,000 for 2014. Funding at this level will allow SBDC to retain the same staffing level
approved for funding by the Board on May 6, 2013. The recommended budget includes $79,700
for Upstate Colorado. It is a policy issue for the Board to determine if they want to fund Upstate
Colorado at the requested level of $100,000, which is the funding level prior to 2009. In light of
the fact that the over half of the property tax base of Weld County is derived from the energy
industry it is critical long term for the county to increase the diversification of the local property
tax base, and the primary job employment base to have a long term sustainable local economy.
Upstate Colorado and SBDC are the two primary agencies for promoting economic
development in Weld Colorado. The added resources will allow for the proper marketing of Weld
County and all the opportunities that exist for business to be successful in Weld County. This
approach is consistent with the Strategic Investment Plan for the Future of Weld County.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
261
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts for county buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
n/a
n/aj
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
262
LEASE -PURCHASE AGREEMENTS
The following supplemental data regarding lease -purchase agreements involving real property
is required under Section 29-1-104(2)(d), C. R. S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements
involving real property
B. The total maximum payment liability of the
local government under all lease -purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements other
than those involving real property
D. The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
$ -0-
263
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training audit fees, etc.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 7,576
$ 0
$ 0
$ 0
Supplies
144,670
85,500
73,000
73,000
Purchased Services
531,770
358,000
551,535
551,535
Fixed Charges
69,807
99,000
76,000
76,000
Gross County Cost
$ 753,823
$ 542,500
$ 700,535
$ 700,535
Revenue
59,543,524
75,428,289
86,107,186
86,107,186
Net County Cost
$ - 58,789,701
$ - 74,885,789
$ - 85,406,651
$ - 85,406,651
SUMMARY OF CHANGES: On the expense side, this budget's total is up $158,035 over 2013.
The main impact is the $90,000 budgeted for the contract to do the oil and gas employee count.
This item has been a supplemental appropriation each of the last four years rather than included
in the requested budget. $62,000 for the personal service contract approved by the Board
mid -year was added for the Criminal Justice Planning function. Phone costs for internet circuits
are up $22,000. $13,000 in phone costs was transferred to OEM for grant reporting purposes.
Other line item amounts have been adjusted to reflect recent expenditure patterns.
Revenues are up $10,678,897 over the current year. Property taxes are budgeted at
$81,774,134 up $10,657,518. Interest earnings are projected to remain at $1,100,000 with rates
projected to remain low in 2014. Tobacco tax revenues are up $90,000 since the state is
sharing back a larger portion of the tax with local governments. Rents from Buildings total
$478,306 from Social Services ($166,234), PS Trophy ($16,800), Community Corrections
Building ($271,500) and ambulance stations ($23,700). Recovery of indirect costs is
$1,936,618, and revenues from Urban Renewal Authorities (URA) are budgeted at $493,941 for
Brighton URA and $4,087 for South Firestone URA. Other smaller revenues are stable with
little change. Total revenues are $86,107,186.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
264
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45,
employers must account for the actuarial cost of post -employment benefits paid to retirees.
Weld County's only program outside of the retirement program is the payment of health
insurance benefits to retirees. Under GASB 45 an estimated actuarial amount is needed to be
reserved to recognize the cost of the benefit in periods related to when services are received by
the employer (Weld County). However, with the changes described below, funding is no longer
needed in this budget unit. Based upon the reserve amount in the Other Post Employment
Benefits (OPEB) Trust and the amount paid out each year for active retirees in department
budgets, the reserve requirement is being met.
FINANCE/ADMINISTRATION RECOMMENDATION: On July 21, 2010, the Board amended
the Other Post Employment Benefits (OPEB) Plan to stop coverage for any eligible retiree,
effective June 30, 2012, that did not have a signed retiree health agreement as of July 21, 2010.
This change was in response to the passage of the Patient Protection and Affordable Care Act
(PPACA) creating gap insurance coverage for early retirees through state insurance exchanges,
effective January 1, 2014. Retirees impacted can obtain insurance coverage under COBRA
from July 1, 2012, to January 1, 2014. As a result of this Board action, the OPEB Plan will be
fully funded as of 2012 and no longer requires additional contributions.
BOARD ACTION:
265
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
64,250
39,881
232,060
67,475
Gross County Cost
$ 64,250
$ 39,881
$ 232,060
$ 67,475
Revenue
0
0
0
0
Net County Cost
$ 64,250
$ 39,881
$ 232,060
$ 67,475
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR
Promises for Children $ 5,000
Convention & Visitors' Bureau 4,144
211 Information and Referral 25,000
Youth and Family Connection 0
Catholic Charities 0
Greeley Transitional House 0
Greeley Center for Independence 0
Jobs of Hope 0
Audio Information Network 5737
Total $39,881
REQUEST
$ 5,000
10,000
50,000
31,323
35,000
25,000
50,000
20,000
5737
RECOMMEND FINAL
$ 5,000
4,144
25,000
27,594
0
0
0
0
5.737
$232,060 $67,475
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
Promises for Children. The Board, in May, 2004, made a commitment to fund this
program along with other partners in the community. A request for $5,000 was made.
This is the same as 2013. Recommend approval.
Convention & Visitor Bureau has requested $10,000 this year for visitor guides and
another publication. The increase of $5,856 is to meet their goal of expanding the Weld
County Agricultural Tours publication for the promotion of events and attractions in Weld
County, instead of just the Summer Happenings publication.
266
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Convention & Visitor Bureau (Continued): The Recommended Budget only includes
the same funding as 2013, which is $4,144. The majority of funding for this program
comes from the City of Greeley's lodging tax. Businesses in Greeley serving tourist are
the primary benefactors of this program. With the lodging tax revenues being up due to
the high occupancy rates from tourists and oil and gas employees there does not seem
to be justification for the county to increase the funding of this program.
211 Information and Referral has requested $50,000 for the 211 information and
referral system operated by United Way. This is an increase of $25,000 over the 2013
funding level of $25,000. The program provides a valuable service for county residence
with needs. Increase funding is policy issue for the Board.
Audio Information Network of Colorado (formerly Radio Reading Service of the
Rockies) has requested $5,737 to provide radio reading services for the visually
impaired in Weld County. This is the same as 2013. Recommend approval.
Youth and Family Connections (formerly the Juvenile Assessment Center) has
requested the funding level of $31,323 as Weld County's share of law enforcement
support. This is an increase of $3,729. In 2013 an attempt to fund the program with
TANF funds did not work out, so the program is recommended to be funded by General
Fund dollars at the 2013 funding level of $27,594. Increase funding is policy issue for the
Board.
Collaborative Management Program (formerly the Interagency Oversight Group) was
funded last year, in the amount of $36,000, to cover the contribution to the lOG for
Human Services, Health Department, and District Attorney. Human Services paid the
amount in 2013, so no General Fund dollars are required. To strategically help the TANF
allocation the assessment will be paid by the Social Services Fund in this budget unit for
2014. The program has requested an increase of $4,000 for a total request of $40,000.
Increase funding is policy issue for the Board.
Jobs of Hope: Jobs of Hope Colorado is a job -placement program in Greeley/Evans
that works with young men aged 16-24 who have a gang affiliation, have dropped out of
high school and/or have a criminal record. The request is for $20,000. These monies
would enable Jobs of Hope Colorado to employ a part-time recruiter/counselor to find
and train the gang youth. This would enable the Executive Director to primarily focus on
job development and fundraising. City of Greeley has contributed $10,000 to help fund
the program. Human Services has looked at the program and has no available grant
funding. Since this would be a new program funding is a policy issue.
267
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities has requested $35,000, Greeley Transitional House has requested $25,000,
and A Woman's Place has requested $20,000 for a total of $80,000 in 2014. Human
Services has been doing a $20,000 program with a voucher process through CSBG for
both the Catholic Charities and Greeley Transitional House. The Board agreed to revisit
the $20,000 funding level pending the outcomes of the voucher process and the
availability of more Community Service Block Grant (CSBG) funds. A Woman's Place
has not received CSBG dollar due to issues with reporting data. The shelters want to
have funds in grant form, not voucher form. The shelters also want to be funded by
General Fund dollars, because of the uncertainty of CSBG dollars.
The recommended 2014 budget does not include General Fund dollars for the homeless
shelters. If the homeless shelters are funded it should be by a Human Services
allocation of CSBG dollars as vouchers to clients or other Human Services program
funds. As discussed in the past the Board also encouraged the homeless shelter
agencies to approach the City of Greeley regarding funding, since the vast majority of
the homeless are from Greeley.
Greeley Center for Independence (GCI): The agency houses and provided activities
for people with disabilities. The agency receives enough money to provide staff for
physical care of the residents. If any additional money is required for upgrades and
renovation, GCI requests grant money. Programs are curtailed to fit within the cash flow
of the agency. The request by priority is for (1) Aquatic program discount punch passes
$10,000. (2) Recreation therapy program $35,478. (3) Thermal cover for pool for energy
conservation $4,522. Total $50,000. The county has only assisted GCI in the past with a
CDBG for the construction of a facility, and doing a private activity bond to finance a
facility. Since this would be a new program funding is a policy issue.
BOARD ACTION:
268
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVCES
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based
education for agricultural, environmental, and consumer issues.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 228,900
$ 282,932
$ 282,932
$ 282,932
Supplies
13,714
9,300
9,300
9,300
Purchased Services
22,506
43,200
43,200
43,200
Fixed Charges
1,100
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 266,220
$ 335,432
$ 335,432
$ 335,432
Revenue
0
0
0
0
Net County Cost
$ 266,220
$ 335,432
$ 335,432
$ 335,432
Budgeted Positions
12.08
12.08
12.08
12.08
SUMMARY OF CHANGES: No changes requested for 2014. The Memorandum of
Understanding (MOU) with CSU was updated in mid -2013. It did not impact the funding of this
budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment 950 950 1,200
Efficiency Measures
FTE's per 10,000/capita .454 .446 .439
Per capita cost (county support) $1.00 $1.24 $1.22
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's
goals and objectives are part of a separate CSU Extension's published document available
through Colorado State University.
269
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 35,393
$ 37,967
$ 47,987
$ 47,987
Supplies
554
0
20,000
20,000
Purchased Services
46,439
288,693
38,693
38,693
Fixed Charges
859
0
0
0
Capital
0
0
Gross County Cost
$ 83,245
$ 326,660
$ 106,680
$ 106,680
Revenue
0
250,000
0
0
Net County Cost
$ 83,245
$ 76,660
$ 106,680
$ 106,680
Budgeted Positions
0.75
0.75
1.0
1.0
SUMMARY OF CHANGES: The Fair Board has requested to make the Fair Coordinator
position a full-time position ($10,020). $20,000 is included for small equipment items for this
year' costs for a five-year capital plan for pen replacements. The net contribution to the Fair of
$38,693 is unchanged; however, the $250,000 of offsetting revenues has been eliminated. The
auditor no longer requires the County to show the Fair operation's revenue of $250,000
FINANCE/ADMINISTRATION RECOMMENDATION: Funding for the increase of the Fair
Coordinator position to a full-time position ($10,020) is included in the recommended budget,
but is a policy issue for the Board.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered
Exhibitors registered
Attendees
7,320 7,400 7,400
2,468
29,875
2,500
30,000
2,500
30,000
Efficiency Measures
Per capita cost (county support) $0.313 $0.283 $0.388
270
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Veteran's Office - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 56,839
$ 57,765
$ 73,445
$ 73,445
Supplies
1,369
300
1,500
1,500
Purchased Services
7,239
5,350
7,850
7,850
Gross County Cost
$ 65,447
$ 63,415
$ 82,795
$ 82,795
Revenue
0
2,400
2,400
2,400
Net County Cost
$ 65,447
$ 61,015
$ 80,395
$ 80,395
Budgeted Positions
1
1
1.5
1.5
SUMMARY OF CHANGES: Salaries are up $15,680 with the mid -year approval of a part-time
clerical position. Supplies are up $1,200 and purchased services are up $2,500 as the office is
experiencing an increase in activity with all the new veterans for Iraq and Afghanistan.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
800 900 1,050
2,500 3,000 3,500
0.038 0.037
$0.246 $0.225
0.055
$0.292
Goal IJHS6: Assist in providing veterans access to eligible state and federal benefits to meet their needs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HHS5-1: Insure all
veterans seeking
assistance receive
all eligible benefits
Percentage of served veterans receiving all
eligible benefits
95%
95%
95%
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
59,917
87,075
92,990
92,990
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 59,917
$ 87,075
$ 92,990
$ 92,990
Revenue
0
0
0
0
Net County Cost
$ 59,917
$ 87,075
$ 92,990
$ 92,990
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2014 is $338,980, which
is a increase from the 2013 budget of $21,829 or 6.9 percent. Revenue from rents and facility
use fees for 2014 will increase $10,000 to $153,000. The County payment for the Event Center
is proposed to be $92,990 which is an increase of $5,915 from the 2013 payment of $87,075 or
6.8 percent. The City of Greeley will also contribute $92,990 for 2014, per the intergovernmental
agreement between Weld County and the City of Greeley for the operation of the facility.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
272
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
50,000
50,000
Fixed Charges
0
3,273,018
3,193,891
3,193,891
Capital
0
0
0
0
Gross County Cost
$
0
$ 3,273,018
$ 3,243,891
$ 3,243,891
Revenue
0
0
0
0
Net County Cost
$
0
$ 3,273,018
$ 3,243,891
$ 3,243,891
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget consolidating the funding of costs associated with the
management of county property assets and leases. The budget includes $215,000 for
engineering services and $50,000 for legal services for adjudication of water rights on three
gravel pits (Hoekstra, Giesert, and Fiscus), and $54,310 for water right assessments owned by
the county. $280,410 is funded for the leases of county assets. $2,568,000 is funded for
depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-9999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 1,620,906
$ 1,620,906
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$ 1,620,906
$ 1,620,906
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 1,620,906
$ 1,620,906
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects an 8 percent increase in health insurance costs.
2014 salary increases are a policy issue for the Board, but there are funds for step increases
due employees in 2014 and a 2.5 percent contingency salary amount included in this budget.
There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
274
Graph -- PW - Revenue
275
PUBLIC WORKS
Revenue Changes
$30,000.000
$25,000,000
$20,000,000
S15,000,000
$10,000,000
$5,000,000
`y<<�� �e5 o�y
3,a� Q`pQ GO�5
yl
lI)
oar
2014 Revenue
Total $74,828,235 (2013 $65,859,672)
Severance Tax
$2,000,000
Fund Balance%
$28,000,000
37%
•
Licenses/Permits
$500,000
1%
Property Taxes
$11,500,000
15%
Other Taxes
$7,300,000
10%
Federal/State
$4,530,000
6%
Miscellaneous
$11,298,235
15%
Highway Users Fee
$9,700,000
13%
a7(
Graph -- PW - Expenditures
276
PUBLIC WORKS
2014 EXPENDITURES
Total $55,799,091 (2013 $41,793,329)
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Municipalities
$1,963,393 4%
Pavement Mangemen
$6,743,572 12%
rn
Bridge Construction
$5,202,521 9%
$25,637,579 46%
Public Works
EXPENDITURE CHANGES
Motorgrader
$6,886,144 12%
Maintenance Support
$1,546, 731_3%cking $4,582,793
8%
Mining $2,483,666 5%
Adminstration
$752,692 1%
'
M
(0
to
N
a»
02013
v
NJ -
02014
co
m
CO
r- N
i
co re W
re r
{
0
CO
01
(fl'
,t
n
cc;
E4
yf
CV
(O 0
W 04-
W W 0) r
0- M CO
W
(O
v3
CO m
(O
W W - CO
v in (O
CO n. NC ee (IS co
CJ
vcr CO
CV 00
t
sr
as
64
r
`s
is
E',
co
63
v
r'
._
CV c
CO CO
N h
CO SO
i
Pavemen rope es .Bridge Motmgracier Maintenance Tm king
Mangemen( Canal notion Support
Mining Adminstration
Graph -- PW - Seven Year Trends
277
SEVEN YEAR TREND
Public Works
$60
$50
$40
E- $30
2
$20
$10
$0
2008
2009
2010
2011
2012
2013
2014
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all costs related to Weld County road and bridge construction
and maintenance. This fund is also utilized for allocation of monies to cities and towns for use
in their road and street activities. The resources for 2014 total $74,828,235, which includes a
fund balance of $28,000,000, in addition to the revenue shown in the budget. Property tax is set
at $11,500,000 up $2,500,000. Specific ownership tax is estimated to be $7,300,000, up
$1,300,000 from 2013, as vehicle sales recover. Total HUTF will be $9,700,000 up $150,000
from 2013. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are
$330,000, and grazing fees are $70,000. Oil and gas revenues are $5,000,000.
Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal
Mineral Lease District. The federal mineral lease revenue will flow through the new district and
then Public Works will apply to the district for the funding of projects. In 2014, the district is
funding $1,000,000 in oil and gas haul route projects. The $1,000,000 is budgeted in other
revenues from project reimbursements. PILT is budgeted at $330,000 with the Federal Mineral
Leasing District funding change.
Other revenues from project reimbursements total $5,898,235, which are up $1,318,563.
Transportation impact fees are budgeted at $2,800,000. Reimbursements for the intersections
of CR 49/US34 project includes $1,499,735 from NFRMPO, CR 49/SH 392 project includes
$320,000 from NFRMPO, and CR 74/SH 392 project includes $56,000 from NFRMPO. There
are also Energy Impact Assistance grants of $3,000,000 for Phase I and II of WCR49 and
$200,000 for WCR49/22. A HES grant for $22,500 is funded. There is a state grant for
$1,200,000 for Bridge 68/59A. Severance tax is budgeted at $2,000,000. In accordance with the
policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is
budgeted at a five year leveling average due to the fluctuations of the revenue created by the
price and production levels of oil and gas commodities.
The budgeted appropriations for Public Works in 2014 total $55,799,091 up $14,005,762.
Municipal share back is funded at $1,963,393. Budget reflects an 8 percent increase in health
insurance costs. 2014 salary increases are funds for step increases due employees in 2014
and a 2.5 percent cost of living salary adjustment is included in this budget for a total of
$511,416.
The Other Public Works budget is up $11,217,040 based on the Capital Improvement Plan
(CIP). Contract Payments decreased $7,810,000 based on capital improvement projects for
2014. Strategic Roads increased $17,165,000 based on capital improvement projects including
Phases I and II of the Weld County Road 49 extension. The Haul Route Program decreased
$717,960 as a portion of the expenditures are funded from the Road and Bridge Construction
budget ($1,755,000).
The specific projects in the 2014 budget are: Intersection of WCR 49 and US 34 ($1,800,000),
Intersection of WCR 47 and SH 392 ($400,000), Intersection of WCR 74 and SH 392 ($70,000),
Intersection of WCR 49 and WCR 22 ($2,250,000), Intersection of WCR 49 and WCR 44
($3,000,000), Intersection of WCR 49 and WCR 22 ROW ($325,000), WCR 49 acquisition of
southern ROW ($650,000), Bridge 68/59A ($1,500,000), WCR 49 Phase 1A ($4,900,000), WCR
49 Phase 2 ($6,000,000), ROW expenses ($150,000) and other contracts ($850,000).
Pavement Management is funded at a decreased level of $213,493 and the Trucking budget is
down $55,850 both due to seasonal employees being moved to Other Public Works. Mining
operations are down $800,250 with a reduction in the purchase of class 6 materials. Seasonal
staffing is up $556,056 due to the transfers mention above and in order to staff for the 2014
278
workload. Motor grader operations are up $254,345 to fund dust palliative materials. Bridge
Construction is up $1,876,524 to primarily fund contract recycled asphalt crushing, recycled
asphalt supply, class 6 material purchase, and bulk cement purchase. Other operating budgets
for road and bridge maintenance are funded at near the 2013 funding level. With some
operational economies to offset some of the inflationary costs the current service level should
be able to be maintained with the funding recommended.
The 2014 Public Works Capital Improvements Plan is available on the county web site at
http://www.co.weld.co.us/departments/public works/index.html.
279
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, C.R.S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and
the County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the
proposed budget.
The proposed use of the 2014 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition
Maintenance Support
Trucking
TOTAL
$ 6,886,144
1,546,731
1,267,125
$ 9.700,000
280
CONSTRUCTION BIDDING FOR
STATE -FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or counties of
30,000 persons or more are required to bid projects of over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax
Fund money (state funded projects), and are prohibited from dividing projects into two or more
projects to evade provisions of the act.
"State -funded public project" means any construction, alteration, repair, demolition, or
improvement by any agency of local government of any land, structure, facility, road, highway,
bridge, or other public improvement suitable for and intended for use in the promotion of the
public health, welfare, or safety and any defined maintenance project which is funded in whole,
or in part, from the highway users tax fund and which may be reasonably expected to exceed
$150,000 in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other
public improvement, including, but not limited to, repairing or seal coating of roads or highways
or major internal or external reconstruction or alteration of existing structures. "Defined
maintenance project" does not include routine maintenance activities such as snow removal,
minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads,
repainting, replacement of floor coverings, or minor reconstruction or alteration of existing
structures.
Based upon the above definitions, Weld County's Public Works 2014 budget would be allocated
as follows by the above categories:
Bridge Construction
Maintenance of Condition
Maintenance Support
Trucking
Mining
Administration
Pavement Management
Municipalities
Public Works:
Miscellaneous
Haul Route Program
Part-time
Contract
TOTAL
TOTAL HUTF STATE LOCAL/OTHER
$ 5,202,521
6,886,144
1,546,731
4,582,793
2,483,666
752,692
6,743,572
1,963,393
150,000
(HARP) 2,245,000
1,497,579
21, 745, 000
$ 0
6,886,144
1,546,731
1,267,125
0
0
0
0
0
0
0
0
$ 5,202,521
0
0
3,315,668
2,483,666
752,692
6,743,572
1,963, 393
150,000
2,245,000
1,497,579
21,745,000
$55,799,091 $ 9,700,000 $46.099.091
Based upon the above allocation, Weld County is not required to competitively bid any service.
However, it is anticipated that Weld County will bid out $3,100,000 in asphalt purchases and
contracts for overlays and reconstruction, and chip and seal of $2,140,000, for a total of
$5,240,000 in bid projects for 2014. A major portion of the $21,745,000 for contracts may also
be contracted, which raises the potential bid project amount to $26,985,000 Maintenance of
effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget;
therefore, it is not demonstrated in this budget document.
281
P W -- Summary of Revenue
282
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
TAXES
90100 4112 CURRENT PROPERTY TAXES
0 90100 4130 SPECIFIC OWNERSHIP TAXES
2000 90100 4140 SEVERANCE TAXES
TOTAL TAXES
PERMITS
2000 90100 4221 PERMITS
INTERGOVERNMENTAL
2000 90100 4316 GRAZING ACT
2000 90100 4318 PAYMENT IN LIEU OF TAXES
2000 90100 4334 HIGHWAY USER
2000 90100 4338 MOTOR VEHICLE REG
2000 90100 4340 GRANTS
TOTAL INTERGOVERNMENTAL
OTHER
2000 90100 4640 OIL AND GAS
2000 90100 4680 OTHER
TOTAL OTHER
TOTAL PUBLIC WORKS
2012 2013 2013 2013
Budget Request Recommend Final
9,000,000 11,500,000 11,500,000 0
6,000,000 7,300,000 7,300,000 0
2,250,000 2,000,000 2,000,000 0
17,250,000 20,800,000 20,800,000 0
530,000 500,000 500,000 0
90,000 70,000 70,000 0
300,000 330,000 330,000 0
9,550,000 9,700,000 9,700,000 0
330,000 330,000 330,000 0
3,216,672 6,298,235 6,298,235 0
13,486,672 16,728,235 16,728,235 0
3,000,000 5,000,000 5,000,000 0
3,593,000 3,800,000 3,800,000 0
6,593,000 8,800,000 8,800,000 0
37,859,672 46,828,235 46,828,235 0
7 v
P W -- Summary of Expenditures
283
SUMMARY OF EXPENDITURES
2014
2013 2014 2014 2014
Fund Org Expenditure Function Budget Request Recommend Final
—10 30100 ADMINISTRATION 729,791 779,038 779,038 0
J 32100 TRUCKING 4,482,666 4,426,816 4,426,816 0
2000 32200 MOTORGRADER 6,491,819 6,746,164 6,746,164 0
2000 32300 ROAD AND BRIDGE CONSTRUCTION 3,197,856 5,074,380 5,074,380 0
2000 32400 MAINTENANCE SUPPORT 1,379,643 1,561,555 1,561,555 0
2000 32500 OTHER PUBLIC WORKS 13,864,483 25,637,579 25,637,579 0
2000 32600 MINING 3,246,116 2,445,866 2,445,866 0
2000 32700 PAVEMENT MANAGEMENT 6,866,377 6,652,884 6,652,884 0
2000 56200 CITIES AND TOWNS 1,534,578 1,963,393 1,963,393 0
2000 99999 SALARY CONTINGENCY 0 511,416 511,416 0
TOTAL PUBLIC WORKS 41,793,329 55,799,091 55,799,091 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 10,273,206
$ 11,023,839
$ 11,744,290
$ 11,744,290
Supplies
5,905,668
7,987,095
9,382,775
9,382,775
Purchased Services
18,322,901
22,736,395
34,626,026
34,626,026
Fixed Charges
3,511,328
46,000
46,000
46,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 38,013,103
$ 41,793,329
$ 55,799,091
$ 55,799,091
Revenue/Fund Bal.
31,053,627
32,793,329
44,299,091
44,299,091
Net County Cost
$ 6,959,476
$ 9,000,000
$ 11,500,000
$ 11,500,000
Budgeted Positions
137
141
141
141
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
284
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary;
coordinates complaints; and maintains cost accounting records on projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 542,894
$ 594,878
$ 601,635
$ 601,635
Supplies
55,759
33,500
53,000
53,000
Purchased Services
171,130
101,413
124,403
124,403
Fixed Charges
1,139
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 770,922
$ 729,791
$ 779,038
$ 779,038
Revenue
0
0
0
0
Net County Cost
$ 770,922
$ 729,791
$ 779,038
$ 779,038
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: Personnel Services increased $6,757 for a job reclassification for
the Office Administrator. Supplies increased $19,500 as Other Operating Supplies increased
this amount based on historical costs and anticipated supply needs for 2014.
Purchased Services increased $22,990 based on the following: Other Purchased Services
decreased $384 due to a reduction in Dish Network service fees. Phones increased $6,285
based on historical data and anticipated phone costs for 2014. Medical Services increased
$12,464 in part due to historical data and fees for employee background checks. Repair and
Maintenance Other increased $2,000 for copy fees associated with the Canon Copier/Multi-
function device. Travel and Meetings increased $1,900 based on historical data and anticipated
costs. Training increased $725 based on anticipated training classes for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification of the Office
Administrator appears justified in examining the position's job assignments and comparably paid
positions in the county. The other line item changes are recommended based upon the
historical data and anticipated costs for 2014.
BOARD ACTION:
285
ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Perform administrative duties with less
than 1% error
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
95%
.266
$2.92
95% 95%
.259
$2.87
.259
$2.83
Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the
Public Works Department.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/I{EY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW1-1:
Accurately
monitor and report
activities of the
department
Perform duties with less than 1% errors,
90% of the time
100%
100%
100%
286
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100
DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and
transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile
sites, and capital improvement projects with 33 full time employees, 31 assigned truck tractors
and 37 trailers, 4 loaders and 3 dump trucks. This department is responsible for organizing and
supervising the County Community Service Work Program and operational supervision and
management of the trucking contract.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,109,218
$ 2,267,097
$ 2,211,097
$ 2,211,097
Supplies
2,833
7,000
7,150
7,150
Purchased Services
2,032,422
2,208,569
2,208,569
2,208,569
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,143,378
$ 4,482,666
$ 4,426,816
$ 4,426,816
Revenue
0
0
0
0
Net County Cost
$ 4,143,378
$ 4,482,666
$ 4,426,816
$ 4,426,816
Budgeted Positions
33
33
33
33
SUMMARY OF CHANGES: Personnel Services decreased $56,000 for salaries for seasonal
employees in the Trucking division which are funded from the Other Public Works budget (2000-
32500). Supplies increased $150 for Uniform and Clothing reimbursement for one seasonal
employee.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
287
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.26
1.23
$16.64 $16.36
1.23
$16.08
Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road
construction and overlay projects. Clear paved roads of snow and ice.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW5-1: Operate
within budget
limits
95% of the time operate within established
budget guidelines; emergencies, e.g.
weather, etc. excepted
Yes
Yes
Yes
TPW5-2:
Complete annual
gravel plan
100% of scheduled gravel plan
accomplished annually
100%
100%
100%
TPW5-3: Respond
to calls for service
within 24 hours
100% of service calls responded to within 24
hours
100%
100%
100%
288
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Motor Grader - - 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 42 motor graders, 9 water tankers, 4 rollers,
2 reclaimers, 29 grader zones, 20 satellite Public Works facilities, and four fugitive dust/roving
maintenance teams responsible for the upkeep of gravel roads in Weld County (approximately
2,500 miles).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,046,976
$ 3,220,119
$ 3,122,064
$ 3,122,064
Supplies
1,001,847
1,157, 300
1,500,900
1,500,900
Purchased Services
2,599,649
2,114,400
2,123,200
2,123,200
Fixed Charges
-101,731
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,546,741
$ 6,491,819
$ 6,746,164
$ 6,746,164
Revenue
0
0
0
0
Net County Cost
$ 6,546,741
$ 6,491,819
$ 6,746,164
$ 6,746,164
Budgeted Positions
46
46
46
46
SUMMARY OF CHANGES: Personnel Services decreased a total of $98,055 for the following
reasons: $105,000 for salaries for seasonal employees in the Motor Grader division were
transferred to the Other Public Works budget (2000-32500). Overtime increased $6,945 based
on historical data. Mid -year, when a Grader Supervisor retired, the Supervisor position was not
filled; instead the position was reclassified to a Senior Foreman position and another Foreman
position was created. The two Foreman positions report to the Senior Foreman. The change
was cost neutral.
Supplies increased a total of $343,600 as Uniform and Clothing reimbursement for additional
seasonal employees increased $400 and Other Operating Supplies was increased $343,200
due to anticipated costs for dust palliative material and grader blades.
Purchased Services increased a total of $8,800 as Utilities was increased $3,800 based on
historic costs and Repair and Maintenance Other increased $5,000 based on historic data.
FINANCE/ADMINISTRATION RECOMMENDATION: Increases are justified based upon the
historical spending patterns and anticipated needs in 2014. Recommend approval.
BOARD ACTION:
289
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.75 1.71 1.71
$25.35 $24.93
$24.51
Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW4-1: Spread
gravel per annual
gravel plan
100% of gravel plan accomplished annually
Yes
Yes
Yes
TPW4-2: Perform
surface
maintenance on
gravel roads
80% of surface maintenance schedule
accomplished annually
Yes
Yes
Yes
TPW4-3: Respond
to keep
Department of
Defense roads
open during snow,
construction events
100% of Air Force road maintenance done
annually
Yes
Yes
Yes
TPW4-4: Respond
to service calls
within 5 days to
acknowledge
concern for the
caller
95% of the time. Contact or resource
commitment will be made.
Yes
Yes
Yes
290
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: This unit consists of 28 full time employees and 14 seasonal
positions, with over $5 million of reportable equipment. It is organized as a Bridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas.
This unit also supports snow and ice control and conducts tree removal on county rights -of -way.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,902,290
$ 1,955,286
$ 1,970,326
$ 1,970,326
Supplies
851,038
510,550
2,369,034
2,369,034
Purchased Services
1,549,974
686,020
689,020
689,020
Fixed Charges
35,522
46,000
46,000
46,000
Capital
0
0
0
0
Gross County Cost
$ 4,338,824
$ 3,197,856
$ 5,074,380
$ 5,074,380
Revenue
0
0
0
0
Net County Cost
$ 4,338,824
$ 3,197,856
$ 5,074,380
$ 5,074,380
Budgeted Positions
27
28
28
28
SUMMARY OF CHANGES: Personnel Services increased $15,040 for anticipated overtime
costs for 2014.
Supplies increased a total of $1,858,484 based on the following: Road Construction Supplies
increased $1,755,000 to fund contract recycled asphalt crushing, recycled asphalt supply, class
6 material purchase, and bulk cement purchase. Uniforms and Clothing increased $850 for
clothing reimbursement for seasonal employees. Other Operating Supplies increased $15,300
based on historic costs and anticipated needs for 2014. Cost of Goods Sold increased $87,334
for anticipated inventory needs for 2014.
Purchased Services increased $3,000 as Contract Payments was increased this amount for
water and dust control on projects for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified based upon anticipated work plan.
BOARD ACTION:
291
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.06
$19.06
1.03
$18.75
1.03
$18.43
GoaITPW3: To repair and replace bridges, construct capital improvement projects, assist with snow removal
on road system and county parking lots, install and replace culverts and cattle guards and perform tree
removal/trimming in county rights of way.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Complete all
construction
projects by the end
of the year or as
scheduled
100% of construction projects completed
by the end of the year with 75% of them
completed within established timelines
Yes
Yes
Yes
Respond to service
calls within 24
hours of receipt
100% of the time service calls will be
responded to within 24 hours
97%
98%
98%
Maintain bridge
system with less
than 10% restricted
bridges
100% less than 10% restricted bridges,
100% scheduled critical repair of bridges
within one year of discovery
Yes
Yes
Yes
Snow removal
from county
parking lots in
business park and
Human Services
100% of the time accomplish task. If
task cannot be accomplished due to the
amount of snow or other conditions,
provide information to decision makers.
99%
99%
99%
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of
signs, barricades, construction project signing, and roadway striping county -wide. The unit
conducts routine and sustained snow removal operations as needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 649,332
$ 637,824
$ 644,624
$ 644,624
Supplies
515,650
559,195
729,141
729,141
Purchased Services
203,336
182,624
187,790
187,790
Fixed Charges
-878
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,367,440
$ 1,379,643
$ 1,561,555
$ 1,561,555
Revenue
0
0
0
0
Net County Cost
$ 1,367,440
$ 1,379,643
$ 1,561,555
$ 1,561,555
Budgeted Positions
9
9
9
9
SUMMARY OF CHANGES: Personnel Services increased $6,800 for anticipated overtime in
2014. Supplies increased $169,946 based on the following: Small Items of Equipment
increased $9,000 based on historic data and the replacement of a pressure washer. Road
Construction Supplies increased $61,015 for the purchase of sand and ice slicer for snow
removal. Cost of Goods Sold increased $99,931 based on anticipated inventory needs for
2014. Contract Payments increased $5,166 for anticipated traffic control on projects.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified based upon anticipated work plan.
BOARD ACTION:
293
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.342
$5.86
.333
$5.77
.333
$5.67
Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and
bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in
selected areas of the county.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW6-1: Respond
to service calls
within 24 hours of
receipt
100% of service calls will be responded to
within 24 hours
100%
100%
100%
TPW6-2: Respond
and place
temporary stop
signs
100% of the time
100%
100%
100%
TPW6-3: Replace
warning advisory
and regulatory
signs
100% of the time
100%
100%
100%
TPW6-4:
Schedule road line
painting
Centerline
Shoulder line
100% of all new or improved hard surface
100% of the time
100% of the 50%
100%
100%
100%
294
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. Contract
payments for bridge grants and road construction projects are included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 948,894
$ 941,523
$ 1,497,579
$ 1,497,579
Supplies
0
0
0
0
Purchased Services
7,932,320
12,922,960
24,140,000
24,140,000
Fixed Charges
72,165
0
0
0
Transfers
3,500,000
0
0
0
Gross County Cost
$ 12,453,379
$ 13,864,483
$ 25,637,579
$ 25,637,579
Revenue
0
0
0
0
Net County Cost
$ 12,453,379
$ 13,864,483
$ 25,637,579
$ 25,637,579
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Personnel Services increased a total of $556,056 in part based on
historic costs and to fund additional seasonal employees as follows: Salaries increased
$469,082; Overtime increased $29,135; Unemployment Insurance increased $2,692; Health
Insurance increased $43,435; FICA increased $9,504; Medicare increased $2,208. All seasonal
are funded in this budget unit for 2014.
Purchased Services increased $11,217,040 based on the following: Contract Payments
decreased $7,810,000 based on capital improvement projects for 2014. Strategic Roads
increased $17,165,000 based on capital improvement projects, including Phases I and II of the
Weld County Road 49 extension. The Haul Route Program decreased $717,960 as a portion of
the expenditures are funded from the Road and Bridge Construction budget (2000-32300).
The specific projects in the 2014 budget are: Intersection of WCR 49 and US 34 ($1,800,000),
Intersection of WCR 47 and SH 392 ($400,000), Intersection of WCR 74 and SH 392 ($70,000),
Intersection of WCR 49 and WCR 22 ($2,250,000), Intersection of WCR 49 and WCR 44
($3,000,000), Intersection of WCR 49 and WCR 22 ROW ($325,000), WCR 49 acquisition of
southern ROW ($650,000), Bridge 68/59A ($1,500,000), WCR 49 Phase 1A ($4,900,000), WCR
49 Phase 2 ($6,000,000), ROW expenses ($150,000) and other contracts ($850,000).
295
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Board has
approved the above projects as part of the Five Year Capital Improvements Plan. The increase
for seasonal staffing is justified due to the workload of the projects.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
12 12 13
0 0
$92.28 $90.76
0
$93.13
296
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county -owned quarries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 331,719
$ 305,667
$ 307,167
$ 307,167
Supplies
248,023
2,386,400
1,584,650
1,584,650
Purchased Services
488,842
554,049
554,049
554,049
Fixed Charges
2,375
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,070,959
$ 3,246,116
$ 2,445,866
$ 2,445,866
Revenue
0
0
0
0
Net County Cost
$ 1,070,959
$ 3,246,116
$ 2,445,866
$ 2,445,866
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Personnel Services increased $1,500 for anticipated overtime in
2014. Supplies decreased $801,750 as Road Construction Supplies decreased by this amount
for Class 6 material and recycled asphalt crushing now funded from the Road and Bridge
Construction budget (2000-32300).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
297
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.190
$9.19
.185
$9.03
.185
$8.88
Goal TPW2: To perform mining, crushing, and screening of aggregate materials and recycled asphalt.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW2-1:
Complete
scheduled
crushing and
screening
requirements
100% of scheduled production
Yes
Yes
Yes
TPW2-2: Follow
Mining Safety and
Health (MSHA)
guidelines and
directives
100%, provide detailed explanation of any
write-ups or discrepancies
Yes
Yes
Yes
298
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching,
potholes, and paving operations. Responsible for pavement testing, concrete curb and gutter,
crack fill, seal coat, and gravel shoulder improvements, as well as snow removal operation as
needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 741,883
$ 1,101,445
$ 878,382
$ 878,382
Supplies
3,230,518
3,137,550
3,138,900
3,138,900
Purchased Services
1,901,727
2,627,382
2,635,602
2,635,602
Fixed Charges
3,831
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 5,877,959
$ 6,866,377
$ 6,652,884
$ 6,652,884
Revenue
0
0
0
0
Net County Cost
$ 5,877,959
$ 6,866,377
$ 6,652,884
$ 6,652,884
Budgeted Positions
10
13
13
13
SUMMARY OF CHANGES: Personnel Services decreased a total of $223,063 for the
following: Salaries decreased $226,000 for seasonal employees in the Pavement Management
division, which are funded from the Other Public Works budget (2000-32500). Overtime was
increased $2,937 for anticipated overtime costs in 2014.
Supplies increased $1,350 as Uniforms and Clothing increased by this amount for clothing
reimbursement for seasonal employees. Purchased Services increased $8,220 as Utilities
increased $720 for an additional port -o -let. Machinery and Equipment increased $7,500 for the
rental of a water truck for the chip crew.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
299
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
.490 .480 .480
$25.00 $24.59
$24.17
Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and
sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted
services as assigned.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW7-1: Respond
to calls for service
100% of the time to repair or schedule
100%
100%
100%
TPW7-2: Perform
scheduled paving
and milling
operations
100% of schedule met or explained
100%
100%
100%
TPW7-3: Prepare
assigned contract
bids and documents
100% of the time
100%
100%
100%
TPW7-4: Assure
paved roads are
maintained and
evaluated in
accordance with
established GASB
standards and
reporting
requirements
Maintain following standards for paved
roads:
70% rated good
25% rated fair
5% rated poor
66%G
33%F
1%P
68%G
31%F
1%P
69%G
30%F
1%P
300
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C.R.S., 1973,
50 percent of the mill levy collected by the County on assessed values within incorporated
municipalities to maintain county roads is paid to municipalities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
1,443,501
1,534,578
1,963,393
1,963,393
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,443,501
$ 1,534,578
$ 1,963,393
$ 1,963,393
Revenue
0
0
0
0
Net County Cost
$ 1,443,501
$ 1,534,578
$ 1,963,393
$ 1,963,393
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the
municipalities with the 2014 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
301
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue/Fund
Balance
$ 33,960,748
$ 28,859,672
$ 44,299,091
$ 44,299,091
Net County Cost
$ 6,956,476
$ 9,000,000
$ 11,500,000
$ 11,500,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2014 total $74,828,235, which includes a fund
balance of $28,000,000, in addition to the revenue shown in the budget. Property tax is set at
$11,500,000 up $2,500,000. Specific ownership tax is estimated to be $7,300,000, up
$1,300,000 from 2013, as vehicle sales recover. Total HUTF will be $9,700,000 up $150,000
from 2013. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are
$330,000, and grazing fees are $70,000. Oil and gas revenues are $5,000,000.
Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal
Mineral Lease District. The federal mineral lease revenue will flow through the new district and
then Public Works will apply to the district for the funding of projects. In 2014, the district is
funding $1,000,000 in oil and gas haul route projects. The $1,000,000 is budgeted in other
revenues from project reimbursements. PILT is budgeted at $330,000 with the Federal Mineral
Leasing District funding change.
Other revenues from project reimbursements total $5,898,235, which are up $1,318,563.
Transportation impact fees are budgeted at $2,800,000. Reimbursements for the intersections
of CR 49/US34 project includes $1,499,735 from NFRMPO, CR 49/SH 392 project includes
$320,000 from NFRMPO, and CR 74/SH 392 project includes $56,000 from NFRMPO. There
are also Energy Impact Assistance grants of $3,000,000 for Phase I and II of WCR49 and
$200,000 for WCR49/22. A HES grant for $22,500 is funded. There is a state grant for
$1,200,000 for Bridge 68/59A. Severance tax is budgeted at $2,000,000. In accordance with the
policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is
budgeted at a five year leveling average due to the fluctuations of the revenue created by the
price and production levels of oil and gas commodities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
302
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 511,416
$ 511,416
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$ 511,416
$ 511,416
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 511,416
$ 511,416
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects an 8 percent increase in health insurance costs.
2014 salary increases are a policy issue for the Board, but there are funds for step increases
due employees in 2014 and a 2.5 percent contingency salary amount included in this budget.
There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
303
304
Graph — SS Revenues Change Graph (ODD PAGE)
305
SOCIAL SERVICES
Revenue Changes
$25,000,000
02013
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Property taxes
Federal/State
O2014
Fund Balance
2014 Revenue
Total $32,044,170(2013 $32,366,602)
Fund Balance
$2,400,000
8%
Federal/State
$20,644,170
64%
Property taxes
$9,000,000
28%
Graph - SS Expenditures
306
SOCIAL SERVICES
2014 Expenditures
Total $30,399,000 (2013 $28,997,045)
Child Welfare
$13,350,000 44%
Core Services
$828,000 3%
TANF $3,015,000
10%
Miscellaneous
$1,012,000 3%
AND $165,000 0%
Day Care
Child Support $969,000 3%
Admin $2,915,000
10%
$16,000,000
$14,000,000
$12,000,000 -
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
304
LEAP $225,000
1%
Administration
$7:920,000 26%
Expenditure Changes
off`
JQQ
5
Grua
02014
D2013
Graph - SS Seven Year Trend
307
SEVEN YEAR TREND
Social Services
2008 2009 2010
2011
2012
2013
2014
SOCIAL SERVICES FUND SUMMARY
Calendar year 2014 holds great opportunity and concern for the Weld County Department of
Human Services. It will be the first full year of our implementation of an Electronic Document
Management System, enabling us to scan images of all documents that are presented to us, at
the time they are received, so that they can be stored and retrieved electronically, rather than
copying, filing, and storing physical documents. We will also participate in the state-wide Title
IV -E (Foster Care and Adoption Assistance Entitlement Grant) Waiver Project, designed to
provide permanent connections for children entrusted to our care. Senate Bill 12-078 mandates
reporting of abuse of at -risk adults and could significantly impact the workload of our Adult
Protection Caseworkers. The Department is reorganizing its staff in anticipation of this increase,
so that we can be prepared to provide services needed to address this issue. Finally, and likely
most significantly, 2014 will bring implementation of some of the most impacting aspects of the
Affordable Care Act. We anticipate the requirement of citizens to apply for Medicaid in order to
be eligible for services under the Health Exchange and the increase in income levels eligible for
Medicaid will create an increase in caseload of 25% - 30%. We are hiring, equipping, and
training staff in anticipation of this increase, so that we can be prepared when it arrives.
The total Social Services Fund budget is $30,399,000. The programs are funded by property
tax of $9,000,000, state and federal funds of $20,644,170, and the potential use of fund balance
to cover unanticipated cost overruns. The Department continues to pursue innovative programs
to avoid, or reduce the duration of, clients' need for services. While this may, in some cases,
drive greater costs in the current year, it is anticipated that these measures will enable the
Department to avoid costs in future years.
Food Assistance caseloads increased substantially from 2006 through 2011, increasing by
approximately 170%. However, they appear to have reached a plateau during the first few
months of 2012, remaining steady through the remainder of 2012 and the first half of 2013.
Other assistance programs administered by the Department, such as LEAP, Aid to the Needy -
Disabled, Old Age Pension, and Child Care have been following a similar trend.
CBMS continues to impact the productivity of staff and create delays in the delivery of payments
and benefits for Food Assistance, Medicaid, Colorado Works, and State -Only Programs. Many
of the inefficiencies creating these delays are being resolved. However, the inefficiencies that
remain continue to impact the time required to process cases and the number of cases in
pending status. Weld County remains hopeful that modifications currently under development
will rectify some of the issues created by the system. In the meantime, we have identified
changes to our internal practices that have enabled us to deliver services in more timely and
accurate ways, and will continue to identify practice and policy changes that will further this
effort.
The settlement agreement of a lawsuit, impacting all counties in Colorado, identifies goals that
counties must meet in processing applications for assistance through the CBMS system in a
timely manner. Weld County is achieving the goals set forth in that agreement and continually
surpasses the state-wide average for timeliness. While our ultimate goal, of course, is to
process 100% of applications timely, our compliance with requirements of average processing
time continues to exceed 90%.
Weld County will be starting the State Fiscal Year 2013-2014 with a small amount of TANF
County Reserve, which will serve to insulate us, to some extent, from the requirement to use
county -only funds in covering Child Welfare and Colorado Works over -expenditures. The
requirements of Senate Bill 08-177 have increased the percentage of our Colorado Works
308
allocation that is expended on Basic Cash Assistance, leaving fewer funds available for
Supportive Services and Diversion Payments.
Quality day care, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of providing appropriate reimbursement
to providers, being careful to not monopolize the market. The upgraded version of the CHATS
system continues to provide challenges for program and fiscal staff. Weld County has worked
closely with providers to encourage practices that result in accurate and timely reimbursement
for services and provide reliable information concerning the need for services. Expenditures for
services have declined, significantly, in many counties within the State. Weld County's
expenditures have remained fairly constant, possibly due to the fact that many of the program
integrity measures that the new system has brought about were already being practiced in Weld
County, prior to the implementation of the new system.
Weld County's efforts toward early intervention in Child Welfare involvements is beginning to
produce positive outcomes, both in our outcome tracking measures and in our ability to control
expenditures. Our caseworkers are regularly recognized for the accuracy and thoroughness of
their case files. Although referrals to the Department continue to increase, the number of cases
that ultimately result in intrusive and costly out -of -home placements has decreased significantly,
as more families are diverted to treatment and training services in an effort to keep them intact.
Recent increases to the amount of Child Welfare and Core Services funds allocated to Weld
County have enabled us to implement efficiencies and strategies to improve the decision
making process involved in protecting children, while providing permanence and safety in the
least restrictive setting, appropriate to each situation. Additional funding from the Title IV -E
Waiver will enhance these efforts even further.
309
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2014
FEDERAL
AND STATE COUNTY TOTAL
County Administration $ 4,500,000 $ 3,420,000 $ 7,920,000
Other Programs 361,000 0 361,000
Child Support Administration 2,150,000 765,000 2,915,000
TANF-Colorado Works 1,529,917 1,485,083 3,015,000
Aid to the Needy Disabled 0 165,000 165,000
Child Care 430,000 539,000 969,000
Old Age Pension 111,000 10,000 121,000
Child Welfare 9,350,000 4,000,000 13,350,000
Core Services 628,000 200,000 828,000
LEAP 200,000 25,000 225,000
General Assistance 460,000 70,000 530,000
Sub -Total $ 19 719.917 $10.679.083 $ 30,399,000
Federal/State Reimbursement $ 19,719,917
Claims Collection Incentives 185,000
TANF Adjustment 599,253
Child Support Incentives 140,000
Usage of Deferred Revenues 0
Sub -Total Revenue $ 20,644,170
Potential Use of Fund Balance 754,830
County Property Tax / Penalties 9,000,000
Total Available Funds $ 30.399.000
310
SOCIAL SERVICES FUND
MANDATED FEDERAL AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandated by the
federal or state government. Consequently, local government is limited as to what can be done
to reduce costs from these programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families — Colorado Works X X
Aid to the Needy Disabled X
Low Income Energy Assistance Program X X
Old Age Pension X
General Assistance* Optional Optional
* State law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
Social Service Programs: Social service programs administered by the department are
mandated by federal or state law; however, local governments have a higher degree of
managerial flexibility with these programs.
Federally State
Mandated Mandated
Child Protection — Casework Services
Youth Services — Casework Services
Administration: Costs associated with administration include compensation for direct services
through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities,
travel, supplies, and equipment are funded through administrative allocations. The State
establishes administrative allocations and reimburses at various rates depending on the type of
expenditure and program. Expenditures greater than allocation are not guaranteed to be
reimbursed. Generally, they are at least partially reimbursed through the use of transferred
TANF funds, surplus distribution, or Federal pass-thru revenues.
311
SS - Revenue, p.1
312
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
TAXES
'0 42111 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
2100 42700 4320 FEDERAL GRANTS
2100 42110 4336 REIMBURSEMENTS
2100 42111 4336 REIMBURSEMENTS
2100 42115 4336 REIMBURSEMENTS
2100 42200 4336 REIMBURSEMENTS
2100 42365 4336 REIMBURSEMENTS
2100 42375 4336 REIMBURSEMENTS
2100 42380 4336 REIMBURSEMENTS
2100 42410 4336 REIMBURSEMENTS
2100 42415 4336 REIMBURSEMENTS
2100 42610 4336 REIMBURSEMENTS
TOTAL INTERGOVERNMENTAL
TOTAL SOCIAL SERVICES
2012 2013 2013 2013
Budget Request Recommend Final
6,500,000 9,000,000 9,000,000
0
450,000 460,000 460,000 0
4,657,022 4,500,000 4,500,000 0
1,082.163 924,253 924,253 0
545,000 361,000 361,000 0
2,300,000 2,150,000 2,150,000 0
1,192,917 1,529,917 1,529,917 0
400,000 430,000 430,000 0
111,500 111,000 111,000 0
8,800,000 9,350,000 9,350,000 0
128.000 628,000 628,000 0
200,000 200.000 200,000 0
19,866,602 20,644,170 20,644,170 0
26,366,602 29,644,170 29,644,170 0
SS - Expenditures, p. 1
313
SUMMARY OF EXPENDITURES
2014
2013 2014 2014 2014
Fund Org Expenditure Function Budget Request Recommend Final
„ —1 42110 ADMINISTRATION -REGULAR 8,282,945 7,920,000 7,920,000 0
42115 OTHER PROGRAMS 250,000 361,000 361,000 0
2100 42200 CHILD SUPPORT ADMINISTRATION 3,125,000 2,915,000 2,915,000 0
2100 42365 COLORADO WORKS 2,678,000 3,015,000 3,015,000 0
2100 42370 NEEDY AND DISABLED 20,000 165,000 165,000 0
2100 42375 DAY CARE & ADMINISTRATION 916,000 969,000 969,000 0
2100 42380 OLD AGE PENSION 121,500 121,000 121,000 0
2100 42410 CHILD WELFARE & ADMINISTRATION 12,530,000 13,350,000 13,350,000 0
2100 42415 PLACEMENT ALTERNATIVE CARE 328,000 828,000 828,000 0
2100 42610 LEAP ADMINISTRATION & OUTREACH 225,600 225,000 225,000 0
2100 42700 GENERAL ASSISTANCE 520,000 530,000 530,000 0
TOTAL SOCIAL SERVICES FUND 28,997,045 30,399,000 30,399,000 0
1�
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 20,261,852
$ 20,753,000
$ 21,129,000
$ 21,129,000
Supplies
559,074
566,600
1,867,000
1,867,000
Purchased Services
8,233,760
6,033,500
7,001,000
7,001,000
Fixed Charges
858,605
800,000
852,000
852,000
Capital
0
0
0
0
Contra Expense
- 661,265
- 844,000
- 450,000
- 450,000
Gross County Cost
$ 29,252,026
$ 27,309,100
$ 30,399,000
$ 30,399,000
Revenue
20,482,583
19,309,580
20,644,170
20,644,170
Net County Cost
$ 8,769,443
$ 7,999,520
$ 9,754,830
$ 9,754,830
Budget Positions
311.5
301.5
306.5
306.5
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
314
STRATEGIC AREA: HUMAN SERVICES
Goal HHS1: "To continuously strengthen services and support innovation that leads to a culture that empowers people to
improve their quality of life."
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS1-1: Increase quality
Implement continuous improvement system
Develop and/or refine methodology to gather
of work
to accomplish the following: Analyze
statistics in order to establish baselines against which
current processes to determine if they are
performance will be measured in future years.
achieving expected outcomes; develop
Certain Divisions of the Department were able to
remedies and improvements; deploy follow
define their methodology in 2010-2011 and will
up tracking system measuring the
effectiveness of improvements; reduce the
refine it in 2013.
duplication of services provided to customers
Continuous improvement system designed and
requiring wrap around services; train service
coordinators to provide upfront
implemented within DHS.
departmental -wide coordinated services.
Initial improvement teams launched addressing four
key opportunities for improvement.
Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services Department
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-1: Increase
retention of quality staff
Identify existing performance management
approaches within Human Services to
include individual department approaches,
County approaches, and different
performance management philosophies and
styles within Human Services.
Statistically valid retention baseline developed
using several past years to determine trends.
- Used to gauge realistic and appropriate
retention levels within DHS
HHS2-2: Increase
fulfillment of promotion
opportunities
Research Baldrige Category 5 (Workforce
Focus) and implement "best practice"
concepts to include factors affecting
employee satisfaction and engagement, staff
development, supervisory development,
employee safety and well-being, morale,
motivation and teamwork.
By the end of 2014 all employees will have
professional development plans incorporated and
addressed within their formal evaluation system.
315
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-3: Viable
Assess capacity and staff -mg levels to
Upper level DHS organization structure evaluated
succession plans created
across the Department
administer system.
and assessed.
Develop and deploy follow up tracking
system measuring the effectiveness of the
Human Services Department Human Capital
Management efforts.
Define how employees are measured.
Fully implement new County performance
management system.
Implement and perfect performance appraisal
system.
Train supervisors and staff on how to use the
new performance appraisal system.
Identifying current practices used for
measuring employee performance, best
practices and standards are set to reflect Core
Values.
Develop a uniform approach for performance
management and evaluation that contains
standards as dictated by job descriptions. .
Develop employee measurements based job
standards and assessments that will be
defined and implemented in the County
performance management system.
HHS2-4: Team culture
Develop and deploy continuous training and
Increase employee core knowledge of all
developed across the board
job sharing opportunities (using creative
depaitments across Human Services.
within the Department of
technological options) that will help improve
Human Services
organizational knowledge, job performance
and core values.
316
Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services
Department.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-1: Improved
customer and stakeholder
access to DHS program
information and services
Implement the best methods to communicate
with clients, stakeholders and other agencies
to include using the intranet; newsletter, web
page; email or newsletters.
Implement the best methods to review policy
with the County Commissioners;
communicate with County departments; the
best methods to communicate with the rest of
the County.
Develop a process to share positive
information with the community. Greater
emphasis will be placed on positive outcomes
of the services provided by Human Services
and statistics that point to success, the image
of the department could be enhanced and
could improve relationships that are
considered confrontational.
An improved Human Services' website that
provides more program -related information
including qualification details could help
customers identify eligibility even before coming
into Human Services.
Increased and measureable use of the PEAK
system that enables customers to apply for benefits
on-line.
HHS3-2: Ensure all DHS
staff are fully engaged in
the communications loop
Create team backups from each division to
maintain continuity.
Form staff driven improvement teams.
Train staff members on project management
and process improvement methodologies that
will be used during the process.
Conduct research around the following: The 5
most important methods to communicate info
in HS; Communication methods that are
currently working and methods not working;
The best way to attain the voice of all staff.
Top five internal communication methods for DHS
identified and validated.
Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that may
impact the Department of Human Services.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-1: Increased
preparedness to handle
future contingencies
Develop & assess budget.
Formulate program projections based on
increased demand.
Identify mandatory program commitments.
Identify discretionary programs.
Forecast shell created through identified reports
and data that predict future trends and needs.
Developing Management Reports that will provide
fiscal data, useful for decision -making, across all
programs. Several programs are now being piloted
for refinement of format.
317
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-2: Increased
Explore ramifications of child welfare 90/10
DHS revenue generating sources compiled.
flexibility and agility in
to 80/20 switch.
meeting future customer
Cost Containment / Revenue Maximization
demands
Conduct scenario planning addressing the
strategies were identified, evaluated and, where
following: What can be cut first; the
feasible, implemented during 2010 and 2011. The
consequences; the potential alternative
Department has identified four additional
funding strategies and the business case in
strategies for 2013 that are reflected in the budget
supporting individual programs compared to
others.
narrative.
Identify "big ticket" items that must be
supported.
HHS4-3: Enhanced DHS
Form staff driven Continuity of Operations
Continuity of Operation Plan will have been
emergency preparedness
project planning team.
implemented and revised as appropriate and all
staff will participate in and be aware of the plan.
Develop and deploy Continuity of Operations
Plan.
Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any
person inside and outside of the organization on a continuous basis
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-1: County
Commissioners and other
stakeholders understand
the tangible value that
Weld County Human
Services provides to the
local community
Increase awareness of DHS programs and
services.
Enhance image of DHS programs and
services.
Development and implantation of the
recommendations of the OI Group for the
reorganization of the Service Delivery Entry
Points to Human Services.
Individual DHS division education and promotion
plans developed that includes the Department's
mission, vision and purpose.
HHS5-2: High level
connections can be
demonstrated from the
services that each team
provides to any family
Analyze coordinated services within a
targeted group of customers and identify what
everyone is gathering.
Expand coordinated service analysis after
targeted group analysis and construct ethics
guidelines regarding the information used in
conjunction with the coordinated service
analysis.
Determine what funding sources and
tracking/reporting are potential barriers and
explored possible resolutions.
Organizational report card shell designed.
318
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-3: Effective
Build organizational report card: Benchmark
DHS stakeholder and customer perception baseline
stewardship of the taxpayer
Adams county; Incorporated "Return on
established.
dollar
Investment" language into report card based
on outcomes that can justify current
Department activities.
Validate the report card with stakeholders.
Publish report card on a routine basis.
Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and
partners of the Weld County Department of Human Services.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS6-1: Increased
Ensure that customer goals are embedded within
Individual DHS division customer satisfaction
customer satisfaction levels
employee performance standards.
assessment tools developed.
Test the feasibility in monitoring phone calls to
test for quality customer service.
Develop multiple methods to assess the quality of
Overall DHS customer satisfaction index
customer service (staff, partners, boards, etc.);
identify the meaning of "respect" mean in the
eyes of all customers?
designed.
Determine key requirements for all DHS
Initial DHS customer satisfaction baseline
customers — as well as their priorities (ease of
use, quality of contact, quality of service, etc.)
established.
Offer ongoing training to all staff to improve
basic customer service skills.
Offer training for managers on the nuts and bolts
of reinforcing customer service standards.
Ensure partner accountability to Human Service
customer service standards through contract
language that can be developed to drive a closer
alignment and assisting partners by
communicating standards, training, and
reinforcement.
Develop strategies to quantify intangible aspects
of customer service (focus groups).
319
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations,
attributable to Food Assistance, Medicaid, Adult Protection, and Common Support programs.
The State establishes an allocation that limits the reimbursement for administrative
expenditures.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,891,156
$ 6,145,182
$ 7,100,000
$ 7,100,000
Supplies
12,040
110,000
150,000
150,000
Purchased Services
2,362,178
500,000
700,000
700,000
Fixed Charges
0
1,552,763
0
0
Contra Expense
-13,404
- 25,000
- 30,000
- 30,000
Capital
0
0
0
0
Gross County Cost
$ 8,251,970
$ 8,282,945
$ 7,920,000
$ 7,920,000
Revenue
5,309,556
4,657,022
4,500,000
4,500,000
Net County Cost
$ 2,942,414
$ 3,625,923
$ 3,420,000
$ 3,420,000
Budget Positions
144.0
144.0
149.0
149.0
SUMMARY OF CHANGES: The Department has reorganized several components of its
operations in an effort to increase efficiencies and recognize the increased demand for services
brought about by the economic downturn and by the actions of Federal and State legislators.
We are migrating from a back -end scanning system to an up -front imaging system, which
captures electronic copies of all documents needed for the verification of eligibility and
determination of benefit levels for all Assistance Payments programs, as well as updating the
scanning system used for all programs administered by the Department. We have also brought
on four temporary Fraud Investigative Technicians to reduce the backlog of referrals, as well as
ten Eligibility Technicians, one Case Reviewer, one Trainer and one Manager, in preparation for
the increased demand for service that will result from the enacting of Health Care Reform
legislation.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. In a work session
on May 7, 2013, the Board approved the additional staff mid -year to deal with the impacts of the
Health Care Reform legislation.
BOARD ACTION:
320
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
30,000
31,400 33,000
5.411 5.322 5.412
$11.06 $13.40 $12.42
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
321
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF
Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
226,091
1,082,163
924,253
924,253
Net County Cost
$ 9,972,523
$ 6,500,000
$ 9,000,000
$ 9,000,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $9,000,000 for 2014. The difference is
a combination of special revenue from various department programs. The Child Support TANF-
Retained Incentive is estimated at $140,000. The TANF Adjustment is $599,253. Incentives
earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State -Only
Programs are estimated to be $185,000. Counties will not receive Work Participation bonus
funds during 2014, but may, instead, receive a reduction to the Actual Spending MOE, which
may increase the TANF Adjustment, if it is received.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
322
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 95,661
$ 0
$ 72,000
$ 72,000
Supplies
4,337
0
6,000
6,000
Purchased Services
357,126
250,000
283,000
283,000
Fixed Charges
0
0
0
0
Contra
- 762
0
0
0
Gross County Cost
$ 456,362
$ 250,000
$ 361,000
$ 361,000
Revenue
337,102
545,000
361,000
361,000
Net County Cost
$ 119,260
$ - 295,000
$ 0
$ 0
Budget Positions
10.0
0
0
0
SUMMARY OF CHANGES: No significant changes are anticipated in these programs in 2014.
There is, however, a proposal, initiated by the Colorado Department of Human Services, to
pass -through 100% of current Child Support collections to custodial parties. The proposal
includes a provision to back -fill the portion of the collections currently being retained by the
counties as AFDC Retained Collections and as Child Support State Incentives with State
General Fund dollars, which would render a zero net -impact to the counties.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
323
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
3,000
3,900 4,000
$0.448 $0.000 $0.000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
324
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,632,821
$ 2,750,000
$ 2,285,000
$ 2,285,000
Supplies
73,252
85,000
340,000
340,000
Purchased Services
323,453
220,000
220,000
220,000
Fixed Charges
62,460
70,000
70,000
70,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,091,986
$ 3,125,000
$ 2,915,000
$ 2,915,000
Revenue
2,328,575
2,300,000
2,150,000
2,150,000
Net County Cost
$ 763,411
$ 825,000
$ 765,000
$ 765,000
Budget Positions
30
30
30
30
SUMMARY OF CHANGES: No significant changes are anticipated in these programs in 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
325
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,500
1.1
$2.868
7,522 7,525
$3.049 $2.779
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
326
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,240,513
$ 1,200,000
$ 625,000
$ 625,000
Supplies
102,739
60,000
265,000
265,000
Purchased Services
1,383,126
1,400,000
2,100,000
2,100,000
Fixed Charges
25,268
28,000
30,000
30,000
Contra Expense
- 7,218
- 10,000
- 5,000
- 5,000
Capital
0
0
0
0
Gross County Cost
$ 2,744,428
$ 2,678,000
$ 3,015,000
$ 3,015,000
Revenue
1,953,468
1,192,917
1,529,917
1,529,917
Net County Cost
$ 790,960
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: Weld County continues to benefit from the passage of Senate Bill
11-124, providing the ability to purchase County Reserves from other counties in excess of the
statutory 40% limit. This will serve to insulate us, to some extent, from the requirement to use
county -only funds in covering Child Welfare, Child Care, and Colorado Works over -
expenditures. The requirements of Senate Bill 08-177 have increased the percentage of our
Colorado Works allocation that is expended on Basic Cash Assistance from 26% in 2009 to
66% in 2013. This demand on the "entitlement" side of Colorado Works greatly limits our ability
to use the funds for the intended purposes of assisting clients in returning to self-sufficiency.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
327
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
Work Outputs
Case Loads (Average)
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
660 720 720
$2.972 $5.488 $5.394
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
328
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Fixed Charges
169,645
120,000
170,000
170,000
Contra Account
- 36,742
- 100,000
- 5,000
- 5,000
Capital
0
0
0
0
Gross County Cost
$ 132,903
$ 20,000
$ 165,000
$ 165,000
Revenue
0
0
0
0
Net County Cost
$ 132,903
$ 20,000
$ 165,000
$ 165,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
329
AID TO NEEDY DISABLED
(CONTINUED)
2100-42370
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
370 365 365
$0.500 $0.074 $0.600
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
330
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 527,312
$ 503,000
$ 485,000
$ 485,000
Supplies
17,186
13,000
65,000
65,000
Purchased Services
400,043
400,000
420,000
420,000
Contra Expense
1,500
- 8,000
- 8,000
- 8,000
Fixed Charges
7,943
8,000
7,000
7,000
Capital
0
0
0
0
Gross County Cost
$ 953,984
$ 916,000
$ 969,000
$ 969,000
Revenue
457,396
400,000
430,000
430,000
Net County Cost
$ 496,588
$ 516,000
$ 539,000
$ 539,000
Budget Positions
9.0
9.0
9.0
9.0
SUMMARY OF CHANGES: The upgraded version of the CHATS system continues to provide
challenges for program and fiscal staff. Weld County has worked closely with providers to
encourage practices that result in accurate and timely reimbursement for services and provide
reliable information concerning the need for services. Expenditures for services have declined,
significantly, in many counties within the State. Weld County's expenditures have remained
fairly constant, possibly due to the fact that many of the program integrity measures that the
new system has brought about were already being practiced in Weld County, prior to the
implementation of the new system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
331
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
700 700 750
.338 .333 .218
$1.866
$1.907 $1.958
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
332
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors
who meet income, resource and age tests. Program costs are reimbursed 99.5 percent by the
state. Administrative costs are reimbursed 100 percent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 82,141
$ 90,000
$ 62,000
$ 62,000
Supplies
14,581
10,000
33,000
33,000
Purchased Services
21,163
18,500
23,000
23,000
Fixed Charges
0
4,000
5,000
5,000
Contra Expense
6,064
-1,000
- 2,000
- 2,000
Gross County Cost
$ 123,949
$ 121,500
$ 121,000
$ 121,000
Revenue
109,053
111,500
111,000
111,000
Net County Cost
$ 14,896
$ 10,000
$ 10,000
$ 10,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:.
333
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
1,161 1,100 1,100
$0.056 $0.037 $0.036
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
334
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in substitute 24 -hour care family foster
homes, group homes, residential treatment centers, and residential child care facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 9,614,378
$ 10,000,000
$ 10,000,000
$ 10,000,000
Supplies
315,695
280,000
1,000,000
1,000,000
Purchased Services
2,777,290
2,700,000
2,500,000
2,500,000
Contra Expenses
- 609,155
- 700,000
- 400,000
- 400,000
Fixed Charges
226,781
250,000
250,000
250,000
Capital
0
0
0
0
Gross County Cost
$ 12,324,989
$ 12,530,000
$ 13,350,000
$ 13,350,000
Revenue
8,779,790
8,800,000
9,350,000
9,350,000
Net County Cost
$ 3,545,199
$ 3,730,000
$ 4,000,000
$ 4,000,000
Budget Positions
107.5
107.5
118.5
118.5
SUMMARY OF CHANGES: The Child Welfare Division continues to increase efforts toward
avoiding costly congregate care placements. We are participating in the Colorado Practice
Initiative and have applied for funding through the State-wide IV -E Waiver, both intended to
further these purposes. Our caseworkers are regularly recognized for the accuracy and
thoroughness of their case files. Although referrals to the Department continue to increase by
approximately 3% per year, the number of cases that ultimately result in intrusive and costly out -
of -home placements has decreased by 26% over the past two years, as more families are
diverted to treatment and training services in an effort to keep them intact. The Child Welfare
Allocations Committee voted to migrate to a new methodology which utilizes a combination of
workload and expenditure factors to allocate the majority of funds, holding out approximately 2%
of the funds to award as "incentive" increases to allocations. Weld County's allocation for 2014
should increase slightly as a result of this decision.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
335
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,970
4.039
1,873 1,833
3.973 4.304
$13.321 $13.784 $14.530
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
336
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the
foster care program primarily through counseling and parental education.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 500,000
$ 500,000
Supplies
15,977
8,000
8,000
8,000
Purchased Services
0
0
0
0
Fixed Charges
366,508
320,000
320,000
320,000
Capital
0
0
0
0
Gross County Cost
$ 382,485
$ 328,000
$ 828,000
$ 828,000
Revenue
217,995
128,000
628,000
628,000
Net County Cost
$ 164,490
$ 200,000
$ 200,000
$ 200,000
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: The Department has received approval to fund its Case Aide
positions, located at the Parent Education Center, through Core Services. This gives us the
ability to fund these positions through their appropriate funding source and frees up Child
Welfare dollars for their intended purpose.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
337
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 200 210 250
Efficiency Measures
Per capita cost (county support) $0.618 $0.739 $0.726
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
338
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 177,870
$ 200,000
$ 0
$ 0
Supplies
3,267
600
0
0
Purchased Services
19,858
25,000
225,000
225,000
Fixed Charges
0
0
0
0
Contra Expenses
- 1,548
0
0
0
Gross County Cost
$ 199,447
$ 225,600
$ 225,000
$ 225,000
Revenue
225,554
200,000
200,000
200,000
Net County Cost
$ - 26,107
$ 25,600
$ 25,000
$ 25,000
Budget Positions
11.0
11.0
0.0
0.0
SUMMARY OF CHANGES: The Department has elected to outsource the LEAP Eligibility
Determination functions, in an effort to increase efficiencies.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
339
LEAP ADMINISTRATION
(CONTINUED)
2100-42610/42620
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
5,000
4,710 4,500
.413 .407
$0.000
$0.095 $0.091
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
340
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents. Totally
funded by the County. Expenditures from this program are not covered by TANF, OAP, AND,
etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
589,523
520,000
530,000
530,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 589,523
$ 520,000
$ 530,000
$ 530,000
Revenue
538,003
450,000
460,000
460,000
Net County Cost
$ 51,520
$ 70,000
$ 70,000
$ 70,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Expenditures for dental, vision, prescriptions, and in -kind services
have remained fairly stable over the last few years. The State budget problems have created a
stronger need for General Administrative funds. The reimbursement shown will come from the
CDHS Office of Behavioral Health for the Colorado Partnership for Success Grant and from the
Dept of Local Affairs for the Community Services Block Grant (CSBG). Below is a breakdown of
the amounts requested for the different categories under General Assistance:
Co Partnership for Success $ 400,000
Dental 17,000
Vision 15,000
Shelter 15,000
In -Kind 12,000
Prescription 5,000
Burial 50,000
Shelter Care Management 20,000
Refund -4.000
Total $530,000
341
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter (Average) 100 100 100
Efficiency Measures
Per capita cost (county support) $0.194 $0.259 $0.254
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
342
Graph — Health Fund Revenue (ODD PAGE)
343
HEALTH FUND
Revenue Changes
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Solid Waste
The
Chg for
ConArt,a
Federal/State Licenses& Miscellaneous Fund Balance General Fd
Darn -ate T,{e
2014 Revenue
Total $10,326,022 (2013 $9,597,448)
General Fd Trfs
$3,874,463
37%
Fund Balance
$1,400,000
14%
Solid Waste Trfs
$567,283 Chg for Services
5% $813,311
8%
Miscellaneous
$36,924
0%
Licenses&
Permits
$469,225
5%
Federal/State
$3,164,816
31%
Graph - Expenditures
344
HEALTH FUND
2014 Expenditures
Total $8,926,022 (2013 $8,679,448)
Health
Communications
$1,373,338
16%
Administration
$180,000
2%
Envirnmental
Health Services
$2,796,984
31%
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
sts-
e�
0.2
Health
Preparedness
$290,714
3%
Community
Health Services
$4,284,986
48%
co
W
Expenditure Changesg
a
Go `Z'
e
e
O0
s
®2013
02014
CO V
CO p
a
e
Graph - Seven Year Trend
345
SEVEN YEAR TREND
Health Subsidy
4.5
4
3.5
3
2.5
co
z
O
_I
-J
2
2
1.5
0.5
0
2008
2009
2010
2011
2012
2013
2014
PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY
The mission of the Department, in partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the health and
environment of the residents of Weld County. The department achieves its mission by focusing
activities in 9 of the 10 nationally recognized public health essential services (the 10th essential
service — research — is one to which the Department has not historically committed resources).
The essential services are delivered through five divisions (from largest to smallest): Public
Health Services (clinical services including nursing); Environmental Health Services; Health
Communication, Education & Planning; Administrative Services (including Vital Records) and
Public Health Emergency Preparedness.
The 2014 Budget totaling $8,926,022 was prepared to ensure adequate resources will be
available to efficiently and effectively deliver the essential services to the increasing number of
residents and businesses in Weld County. The Department's proposed budget was also
prepared to achieve the financial targets established by the Board of County Commissioners.
The Department was able to meet its assigned target number of $3,874,463 in net county costs,
even with requesting an additional 1.0 FTE Public Health Nurse for the Southwest Weld Service
Center, increasing some staff hours in the Public Health Services Division, accounting for step
increases and accommodating cost -of -living and benefit adjustments anticipated in 2014. The
Department's budget proposal reflects the most efficient operations that can be projected for
2014.
The Division Summaries provide explanations of changes between the Department's 2014
proposal and its 2013 budget. Highlights include:
• Additional FTE is requested as described but the increased personnel costs for these
positions are either provided by grants or were achieved within the Department's target.
• Cost of living, step and benefit adjustments were also achieved overall within the
Department's .budget target.
• Medical, laboratory and supply costs are increased by approximately 7% to reflect the
actual inflation experienced in 2013.
• The cost for the Department to achieve national accreditation ($31,500), which will be
necessary to receive many federal and state funds in the future, was fully budgeted in
the 2014 proposal.
The Department continues to innovate using technology to enhance the efficient delivery of
public health services to all of Weld County. This budget proposal for 2014 reflects an efficiently
operating Department in accordance with the Board's directive to deliver efficient government to
the residents of Weld County.
346
Summary of Revenue, p. 1
347
PUBLIC HEALTH
SUMMARY OF REVENUES
2014
Fund Oro Acct Account Title
LICENSES
41400 4210 LICENSES
41400 4221 PERMITS
TOTAL LICENSES
INTERGOVERNMENTAL
2530 41300 4321 MEDICAID
2534 41300 4321 MEDICAID
2535 41300 4321 MEDICAID
253211 41300 4321 MEDICAID
253910 41300 4321 MEDICAID
255211 41300 4321 MEDICAID
2560 41400 4321 MEDICAID
2500 41100 4340 GRANTS
2517 41210 4340 GRANTS
2520 41210 4340 GRANTS
2529 41210 4340 GRANTS
250911 41210 4340 GRANTS
251010 41210 4340 GRANTS
252710 41210 4340 GRANTS
2535 41300 4340 GRANTS
2537 41300 4340 GRANTS
253111 41300 4340 GRANTS
253211 41300 4340 GRANTS
253310 41300 4340 GRANTS
253610 41300 4340 GRANTS
253910 41300 4340 GRANTS
254311 41300 4340 GRANTS
254711 41300 4340 GRANTS
254911 41300 4340 GRANTS
255211 41300 4340 GRANTS
2560 41400 4340 GRANTS
'10 41400 4340 GRANTS
(10 41500 4340 GRANTS
2500 41100 4356 COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2500 41100 4410 CHARGE FOR SERVICES
2530 41300 4410 CHARGE FOR SERVICES
2535 41300 4410 CHARGE FOR SERVICES
253211 41300 4410 CHARGE FOR SERVICES
253910 41300 4410 CHARGE FOR SERVICES
254311 41300 4410 CHARGE FOR SERVICES
255111 41300 4410 CHARGE FOR SERVICES
255810 41300 4410 CHARGE FOR SERVICES
2560 41400 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2560 41400 4510 FINES
2535 41300 4680 OTHER
2560 41400 4680 OTHER
2530 41300 4690 DONATIONS
2535 41300 4690 DONATIONS
253211 41300 4690 DONATIONS
254311 41300 4690 DONATIONS
254711 41300 4690 DONATIONS
255211 41300 4690 DONATIONS
TOTAL MISCELLANEOUS
TRANSFER
2560 41400 712700 TRANSFER
TOTAL PUBLIC HEALTH
2012 2013 2013 2013
Budget Request Recommend Final
205,000 208,000 208,000 0
251,375 261,225 261,225 0
456,375 469,225 469,225 0
21,745 17,725 17,725 0
3,042 14,372 14,372 0
19,000 24,017 24,017 0
68,000 75,541 75,541 0
10,000 7,978 7,978 0
50,000 50,000 50,000 .0
39,950 38,000 38,000 0
380,173 386,592 386,592 0
254,346 340,277 340,277 0
98,213 0 0 0
0 74,862 74,862 0
230,935 86,807 86,807 0
95,958 100,432 100,432 0
45,584 45,584 45,584 0
108,548 100,553 100,553 0
20,000 11,740 11,740 0
105,877 0 0 0
172,500 193,008 193,008 0
174,571 193,886 193,886 0
113,030 100,000 100,000 0
69,030 52,065 52,065 0
29,000 46,471 46,471 0
43,768 0 0 0
120,000 125,000 125,000 0
638,889 730,958 730,958 0
18,628 21,084 21,084 0
107,950 109,000 109,000 0
212,624 218,864 218,864 0
3,661,473 3,874,463 3,874,463 0
6,912,834 7,039,279 7,039,279 0
175,000 180,000 180,000 0
68,402 77,516 77,516 0
48,000 54,335 54,335 0
75,000 68,505 68,505 0
5,600 5,748 5,748 0
9,000 5,192 5,192 0
64,910 64,910 64,910 0
44,132 48,105 48,105 0
289,620 309,000 309,000 0
779,664 813,311 813,311 0
5,000 5,000 5,000 0
5,000 1,374 1,374 0
2,000 5,000 5,000 0
1,700 1,313 1,313 0
200 18 18 0
24,000 21,933 21,933 0
500 533 533 0
266 0 0 0
2,000 1,753 1,753 0
40,666 36,924 36,924 0
507,909 567,283 567,283 0
8,697,448 8,926,022 8,926,022 0
Summary of Expenditures, p. 1
3A
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
2013 2014 2014 2014
Budget Request Recommend Final
175,000 180,000 180,000 0
222,177 105,436 105,436 0
85,019 100,432 100,432 0
251,393 340,277 340,277 0
823,838 698,028 698,028 0
49,356 54,303 54,303 0
0 74,862 74,862 0
675,682 620,665 620,665 0
154,942 0 0 0
987,062 1,118,916 1,118,916 0
381,880 412,579 412,579 0
208,458 456,645 456,645 0
139,104 138,312 138,312 0
28,439 30,409 30,409 0
269,808 255,467 255,467 0
19,287 0 0 0
47,062 52,196 52,196 0
35,000 0 0 0
199,608 241,434 241,434 0
82,077 86,817 86,817 0
762,207 807,310 807,310 0
59,022 64,236 64,236 0
2,599,832 2,672,748 2,672,748 0
127,582 124,236 124,236 0
50,402 51,386 51,386 0
263,211 239,328 239,328 0
8,697,448 8,926,022 8,926,022 0
41100 ADMINISTRATION
• Al 41210 GENERAL HEALTH EDUCATION
251010 41210 GENERAL HEALTH EDUCATION
2517 41210 GENERAL HEALTH EDUCATION
2520 41210 GENERAL HEALTH EDUCATION
252710 41210 GENERAL HEALTH EDUCATION
2529 41210 GENERAL HEALTH EDUCATION
2530 41300 NURSING
253111 41300 NURSING
253211 41300 NURSING
253310 41300 NURSING
2535 41300 NURSING
253610 41300 NURSING
2537 41300 NURSING
253910 41300 NURSING
254110 41300 NURSING
254311 41300 NURSING
254711 41300 NURSING
254911 41300 NURSING
255111 41300 NURSING
255211 41300 NURSING
255810 41300 NURSING
2560 41400 ENVIROMENTAL
256410 41400 ENVIROMENTAL
2580 41500 PUBLIC HEALTH PREPAREDNESS
258110 41500 PUBLIC HEALTH PREPAREDNESS
TOTAL PUBLIC HEALTH
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,014,699
$ 6,555,289
$ 6,919,443
$ 6,919,443
Supplies
453,995
455,663
477,112
477,112
Purchased Services
1,347,318
1,758,826
1,591,772
1,591,772
Fixed Charges
682,533
669,449
722,641
722,641
Contra Expense
- 685,501
- 741,779
-798,444
-798,444
Capital
164,065
0
13,498
13,498
Gross County Cost
$ 7,977,109
$ 8,697,448
$ 8,926,022
$ 8,926,022
Revenue
5,088,951
5,035,975
5,051,559
5,051,559
Net County Cost
$ 2,888,158
$ 3,661,473
$ 3,874,463
$ 3,874,463
Budgeted Positions
85.83
88.20
90.23
90.23
SUMMARY OF CHANGES: Please see individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
3.22 3.26 3.28
$10.85 $13.53 $14.07
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HSI*: To improve the health of our diverse communities by assuring individuals, families, and
communities gain greater control of factors that influence their health.
PRELIMINARY
DESIRED
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES*
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)*
Increase residents'
Annually publicize at least
Pertussis
Pertussis
Campaigns
awareness/ knowledge
one high reach public health
campaign
campaign
under review
of the influencing
factors that affect their
health and the
communities' health
overall.
message that increases
community members'
awareness of place -specific
differences in health and
social indicators.
ongoing
Possible key
In progress
Implement a 3 to 6 -month
messages
In progress
Improve access to
needed preventive,
appropriate, affordable,
continuous, and timely
Weld Public Health
Campaign that raises overall
awareness of Health
Department functions and
reviewed
community health
services.
Electronic
Community data
services for residents.
health record
Social media
dashboard fully
Use technologies to improve
(EHR)
available for
implemented
access to services in all
improvements
departments by
divisions.
for clinical
services
June 2013
35\O
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS2*: To lessen adverse public health impacts of disease through prevention efforts.
DESIRED
OUTCOMES*
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)*
ACTUAL
ESTIMATED
PROJECTED
Reduce risks for
chronic disease and
help residents maintain
a healthy body weight
through nutrition,
physical activity, and
obesity prevention
strategies.
Increase years of
healthy life and reduce
disparities among all
Weld County residents
through promoting
social emotional
wellness.
Keep residents safe and
free of disease from
environmental hazards/
forecast, prepare and
respond to seen and
unseen threats to basic
good health.
Oversee implementation of 5-
year Weld County
Community Health
Improvement Plan with
public health partners
Oversee implementation of 5-
year Weld County
Community Health
Improvement Plan with
public health partners
Increase residents' awareness
of identified environmental
health issues (e.g., lead, air
quality,
q ty, radon, food safety)
Increase our internal capacity
to respond to natural and
man-made hazards
CHIP strategic
plan completed
CHIP strategic
plan completed
Radon and
food safety
campaigns
Incident
Command
Systems (ICS)/
National
Incident
Management
Systems
(NIMS)
trainings
ongoing
Over 45
partners
engaged; at
least $1mil in
funds obtained
by partners
including
WCDPHE.
Joint
collaboration
on
implementation
with North
Colorado
Health
Alliance
Radon and
food safety
campaigns
ongoing
Health Care
Coalition
operational
Progress to be
assessed and
results reviewed
(see Healthy
People 2020
Leading Health
Indicators
attachment)
Additional
campaigns under
review
Ongoing
trainings planned
Goal HS3*: To enhance our organization's effectiveness by continually monitoring and improving our
performance and evaluating our programs.
DESIRED
OUTCOMES*
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)*
ACTUAL
ESTIMATED
PROJECTED
Establish a department-
wide quality
improvement plan
based on county and
organizational policies
and direction.
Developed quality
improvement plan that
includes communication and
professional development
plan that promotes
competencies
Meetings held
In progress
In progress
*NOTE: Goals, outcomes and indicators from 2012- 2016 Department Strategic Plan dated 7/27/2012
35p
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and
Environment, including personnel, procurement, budgeting, fiscal management, data and
records management, contract and grant management, and facilities management. The
Executive Director is the official registrar of vital statistics for Weld County. Records of deaths
that occurred in Weld County are kept and certified copies are available upon request from the
Deputy Registrars. Birth records for births that occurred anywhere in the State of Colorado are
available electronically and certified copies can be issued upon request from the Deputy
Registrars.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 620,938
$ 651,323
$ 682,481
$ 682,481
Supplies
14,415
16,950
18,150
18,150
Purchased Services
142,113
168,175
192,250
192,250
Fixed Charges
1,418
0
0
0
Contra Expense
- 609,118
- 661,448
-712,881
-712,881
Capital
9,965
0
0
0
Gross County Cost
$ 179,731
$ 175,000
$ 180,000
$ 180,000
Revenue
187,569
175,000
180,000
180,000
Net County Cost
$ -7,838
$ 0
$ 0
$ 0
Budgeted Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: There is a $31,158 (4.78%) proposed increase in Personnel
Services. This increase is the result of the increased cost of health insurance (increased
participation) and an increase in salaries and benefits due to step increases and a possible cost
of living adjustment in 2014. There is no change in the number of budgeted positions.
A modest increase of $1,200 for supplies is projected. The department has made a concerted
effort to redistribute and/or deplete our stock of old supplies across the Health Department in an
effort to reduce waste. Therefore the department anticipates slightly increased costs in 2014 to
replenish that stock at appropriate levels.
The department is projecting an increase of $24,075, a 14.32% increase, in Purchased
Services. This is due to a proposed lump sum expenditure of $31,500 in 2014 for five year
public health accreditation which will be necessary to receive many federal and state funds in
the future. In general we have reduced expenditures in this category in order to absorb over 2/3
of the additional accreditation cost. There will be a net increase of 7.78%, or $51,433, in contra
expenditures that will be reallocated to the divisions of the Health Department.
3A
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
SUMMARY OF CHANGES (CONTINUED): The estimated $5,000 overall increase in revenue
is an expectation of increased revenue from birth and death certificates in the Vital Statistics
division.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
16,454 17,000 17,000
.301 .296
$2.29 $2.44
.291
$2.59
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
3543
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health
funds.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
383,971
380,173
386,592
386,592
Net County Cost
$ - 383,971
$ - 380,173
$ -386,592
$ -386,592
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Non -program revenue from Local Planning and Support, formerly
known as Per Capita, to support essential public health services is projected to increase by
$6,419, or 1.69%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
35&S
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Communication, Education and Planning (HCEP)
includes county and grant funded health communication/prevention programs that promote
healthy behaviors to reduce the burden of chronic disease in our county. The Health
Communication team coordinates the Community Health Improvement Plan and strategic
planning functions for the department. HCEP serves as the liaison with the local
TV/radio/newspaper media for the Health Department. They develop and disseminate
emergency communication and educational materials to the public. The HCEP team provides
support internally for producing educational materials, reports, and local health data. Health
Communication partners with the community to implement strategies that promote and support
healthy behaviors. These include improving access to healthy foods and recreation for all
residents, cardiovascular disease and diabetes prevention and management, men's health
screening and lifestyle education, healthy relationships for teens and parents to prevent
unintended pregnancy and STI, tobacco use prevention, and traffic safety and prevention of
unintentional injuries for teens. Coalitions such as Drive Smart Weld County, the Community
Health Improvement Plan (CHIP) coalition, and the Weld Tobacco -Free Coalition, provide
guidance to the department to address these important health issues in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 622,359
$ 826,553
$ 879,228
$ 879,228
Supplies
21,193
46,390
27,240
27,240
Purchased Services
219,744
466,630
366,014
366,014
Fixed Charges
118,767
92,210
100,856
100,856
Contra Expense
0
0
0
0
Gross County Cost
$ 982,063
$ 1,431,783
$ 1,373,338
$ 1,373,338
Revenue
555,168
725,036
647,962
647,962
Net County Cost
$ 426,895
$ 706,747
$ 725,376
$ 725,376
Budget Positions
9.00
11.25
11.65
11.65
SUMMARY OF CHANGES: Due to two (2) new grants, there will be an increase of 0.4 FTE in
the division. The personnel services costs and related expenses have increase due to the
grants and projected health insurance and COLA increases. The overall gross county cost will
decrease by $58,445. The net county cost will increase slightly by $18,629 from 2013.
35 S
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
# residents reached by the classes, programs
News release exposure
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Effectiveness results
Reduction in motor vehicle fatalities.
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data
Number of obese adults -- BRFSS data
Adult Smoking rates - - BRFSS data
ACTUAL
2012
165,000
600,000
ESTIMATED
2013
166,000
600,000
.338 .406
$1.60 $2.61
48
21/1,000
24%
13.0%
42
20/1,000
23.0
12.0%
PROJECTED
2014
167,000
600,000
.423
$2.63
36
19/1,000
23.0
11.0%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
350-,
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning,
international travel health, and Tuberculosis. It also provides immunizations, screening,
counseling, communicable disease surveillance, containment, treatment, and teaching.
Provides home visits for health promotion, evaluation, health assessment, and community
activities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,748,910
$ 2,941,664
$ 3,125,804
$ 3,125,804
Supplies
232,070
205,250
243,199
243,199
Purchased Services
591,645
547,557
510,075
510,075
Fixed Charges
354,708
355,167
392,410
392,410
Contra Expense
0
0
0
0
Capital
0
0
13,498
13,498
Gross County Cost
$ 3,927,333
$ 4,049,638
4,284,986
4,284,986
Revenue
2,159,984
2,115,710
2,094,549
2,094,549
Net County Cost
$ 1,767,349
$ 1,933,928
$ 2,190,437
$ 2,190,437
Budgeted Positions
42.98
42.6
44.125
44.125
SUMMARY OF CHANGES: Overall, net county cost is proposed to increase by $256,509.
The increase is primarily due to increased FTE needs for services at the Southwest Weld clinic
site and other increased personnel expenses. Personnel services expenses have increased by
$184,140. The increase results from the request for Public Health Nurse II ($68,745) to better
serve the Southwest Weld clinic site, as well as, planned step increases and a cost of living
increase.
Supplies, purchased services, and fixed cost categories have increased by a net of $37,710.
The increase is primarily due to increased cost of medical supplies and services across several
nursing programs.
Revenue is expected to decrease by $21,161. The decreased revenue from significant
reduction of CFPI/Family Planning funding and reduction of MCH funding is offset by increased
revenue projected in other fee for service programs, such as Travel Clinic, MD Clinic, STD, and
immunizations and increased grant revenue in our Nurse Home Visitor program.
3517
PUBLIC HEALTH SERVICES
(CONTINUED)
2500-41300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
staffing for the Southwest Weld clinic site. A full time presence at the Southwest Weld clinic site
is needed to service the area adequately.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Communicable Disease, IZ, TB
FPP, Prenatal Outreach, WWC
Nurse Home Visitor
HCP
TOTAL
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,950 6,900 6,100
5,245 5,000 5,200
265 245 270
952 700 900
15,084 12,000 16,000
1.62 1.57 1.58
$6.64
$7.15 $7.96
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and perpetuate the
public health of the citizens of the county with scientific risk assessments, the development of
policies, monitoring and inspections, consultation, and the enforcement of regulations designed to
protect food, water, and air supplies. Services include technical assistance and consultation,
monitoring and sampling, inspection and enforcement, education and outreach, and planning
activities. The laboratory's purpose is to process medical and water samples.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,815,146
$ 1,908,582
$ 1,991,684
$ 1,991,684
Supplies
179,962
172,573
184,023
184,023
Purchased Services
378,614
527,828
500,879
500,879
Fixed Charges
187,362
198,762
205,961
205,961
Contra Expense
- 76,383
-80,331
-85,563
-85,563
Capital
154,100
0
0
0
Gross County Cost
$ 2,638,801
$ 2,727,414
$ 2,796,984
$ 2,796,984
Revenue
1,551, 787
1,427,432
1,523,592
1,523,592
Net County Cost
$ 1,087,014
$ 1,299,982
$ 1,273,392
$ 1,273,392
Budgeted Positions
23.25
23.75
23.75
23.75
SUMMARY OF CHANGES: Overall, net county cost is proposed to decrease by $26,590. The
decrease is primarily due to increased anticipated revenue and reduced purchased services.
Personnel services expenses have increased by $83,102. The increase is due to planned step
increases, a cost -of -living increase, and the increase of the EH Directors salary (partial
promotion to Director of General Services). Note: 50% of expenses of EH Director's position is
budgeted in the contra expense account.
The EHS Division's request for supplies has increased by 7% or $11,450. The increase is
primarily due to increased consumable costs in laboratory programs, specifically STD, Medical
Screening, and Oil & Gas testing. The request for purchased services decreased by $26,949,
or approximately 5%. The decrease is primarily due to a reduced cost allocation for information
technology services. The fixed charges request has increased by $7,199 or approximately 4%.
Revenue is expected to increase by $96,160. The increase is primarily due to continued growth
of the number of licenses issued in the food program ($3,000), increased activity in ISDS
($10,000), increased activity in water testing ($13,000) and medical testing ($10,930) in the
laboratory, an increase ($3,000) in revenue from recycling waste from the HHW site, as well as,
an increased transfer of $59,374 from the Solid Waste fund for the waste and HHW programs.
nQ
ENVIRONMENTAL
HEALTH SERVICES
(CONTINUED)
2560-41400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 2,580 2,600 2,650
Laboratory analyses 17,100 21,000 21,500
Household Hazardous Waste Disposed (#'s) 433,300 435,000 435,000
Environmental Planning Reviews 328 370 375
I.S.D.S. permits and inspections 358 360 365
Waste inspections, complaints, spill reports 240 250 250
Biosolids Inspections, activities, complaints 193 200 200
Efficiency Measures
FTE's per 10,000/capita .892 .877 .863
Per capita cost (county support) $4.08 $4.80 $4.63
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
36\b
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to,
incidents and events which threaten the quality and quantity of life within the purview of health
and environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and
functions, along with regional bioterrorism laboratory duties and functions; houses the
county -wide Health Alert Network, communications and warning operations; and is engaged in
local, regional, state and national collaborative efforts associated with these disciplines.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 207,346
$ 227,167
$ 240,246
$ 240,246
Supplies
6,355
14,500
4,500
4,500
Purchased Services
15,202
48,636
22,554
22,554
Fixed Charges
20,278
23,310
23,414
23,414
Capital
0
0
0
0
Gross County Cost
$ 249,181
$ 313,613
$ 290,714
$ 290,714
Revenue
250,472
212,624
218,864
218,864
Net County Cost
$ -1,291
$ 100,989
$ 71,850
$ 71,850
Budgeted Positions
2.6
2.6
2.7
2.7
SUMMARY OF CHANGES: Personnel expenses increased by $13,079 (5.75%) with a net 0.1
FTE increase resulting from a shifting of current personnel in order to meet the increased
demands of revitalizing (recruiting, training, managing, and retaining) the Weld County Medical
Reserve Corps, and health insurance and COLA increases.
Supplies expenses decreased by $10,000 (68.9%). This resulted from the shifting of
preparedness products from print and physical format to electronic. Purchased services
expenses decrease by $26,082 (53.6%) due to the trend of the state offering free training and
workshops coupled with a shift to electronic communication for the health alert network. Fixed
charges for departmental overhead increased $104, or 0.4%.
Revenue increased by $6,240 (2.9%) due to the updated funding formula from the state.
Net county cost thus decreases by $29,139 (28.8%).
36X1
PUBLIC HEALTH PREPAREDNESS
(CONTINUED)
2580-41500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita
Per capita cost (county support)
.094 .096 .098
$-0.005
$0.37 $0.26
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
36\2.
Graph - Seven Year Trend, HS (BE SURE THIS IS ODD PAGE)
36b3
SEVEN YEAR TREND
Human Services
$18
$16
$14
$12
$10
z
O
J
J_
a $8
$6
$4
$2
$0
2008
2009
2010
2011
2012
2013
2014
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $7,988,068 for 2014, which is up $55,021 or less than
one -percent percent, from the previous year, even though there are major shifts in funding by
program. Community Services Block Grant is down $72,814, and Senior Nutrition programs are
down $32,168. Department of Labor programs are down $595,550. Area Agency on Aging is up
$646,453 or nearly 30 percent. Temporary Assistance to Needy Families (TANF) is up
$109,100.
Being totally reliant upon state and federal funding sources, Human Services continues to
operate in an uncertain environment. The Human Services Fund budget has been constructed
based upon the best available information on the funding levels. It is very likely that many of the
amounts will be changed between now and the actual execution of the 2014 budget. As fiscal
pressures are dealt with, at the Federal and State levels, changes could be forthcoming that will
affect this funding.
The primary programs of Human Services are associated with the Workforce Investment Act
(WIA) funded under the Department of Labor, Employment and Training Administration. This
program is anticipating $2,668,950 for 2014. Temporary Assistance to Needy Families (TANF)
is funded at $761,100 primarily for training of TANF clients. In addition, the Job Service contract
will be $929,000 up $34,000. Funding for this program appears to be returning to pre-ARRA
levels, and should remain fairly constant, depending on budget control measures enacted at the
Federal level.
The Human Services Fund is totally funded through state and federal programs, with the
exception of the 25 percent local match for the Area Agency on Aging program, which amounts
to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2014 funding levels:
Area Agency on Aging
Senior Nutrition
CSBG
$ 2,911,920
$ 549,000
$ 168,098
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2014.
36kq
Summary of Revenue, p.1
36%≤
HUMAN SERVICES
SUMMARY OF REVENUES
2014
Fund Ora Acct Account Title
INTERGOVERNMENTAL
2653 60000 4314 USDA
2654 60000 4314 USDA
2656 60000 4314 USDA
2627 60000 4320 FEDERAL GRANTS
2636 60000 4320 FEDERAL GRANTS
2637 60000 4320 FEDERAL GRANTS
2640 60000 4320 FEDERAL GRANTS
2643 60000 4320 FEDERAL GRANTS
2651 60000 4320 FEDERAL GRANTS
2652 60000 4320 FEDERAL GRANTS
2653 60000 4320 FEDERAL GRANTS
2654 60000 4320 FEDERAL GRANTS
2655 60000 4320 FEDERAL GRANTS
2657 60000 4320 FEDERAL GRANTS
2658 60000 4320 FEDERAL GRANTS
2673 60000 4320 FEDERAL GRANTS
262695 60000 4320 FEDERAL GRANTS
263907 60000 4320 FEDERAL GRANTS
265995 60000 4320 FEDERAL GRANTS
267895 60000 4320 FEDERAL GRANTS
2632 60000 4340 GRANTS
2635 60000 4340 GRANTS
2646 60000 4340 GRANTS
2648 60000 4340 GRANTS
2666 60000 4340 GRANTS
2667 60000 4340 GRANTS
2671 60000 4340 GRANTS
262995 60000 4340 GRANTS
2653 60000 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2645 60000 4410 CHARGE FOR SERVICES
2646 60000 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2653 60000 4690 DONATIONS
TOTAL HUMAN SERVICES
2012 2013 2013 2013
Budget Request Recommend Final
68,182 68,182 68,182 0
12,500 12,500 12,500 0
11,631 15,000 15,000 0
40,000 30,000 30,000 0
1,008,000 529,350 529,350 0
450,500 486,300 486,300 0
26,000 0 0 0
490,000 486,300 486,300 0
89,716 92,500 92,500 0
308,975 259,855 259,855 0
309,635 274,467 274,467 0
28,500 31,500 31,500 0
12,954 11,798 11,798 0
2,065 2,061 2,061 0
7,256 6,875 6,875 0
100,132 87,420 87,420 0
895,000 929,000 929,000 0
25,000 40,000 40,000 0
1,261,200 1,784,900 1,784,900 0
240,912 168,098 168,098 0
652,000 761,100 761,100 0
155,000 127,000 127,000 0
200,000 149,000 149,000 0
182,000 190,000 190,000 0
5,000 0 0 0
12,000 12,000 12,000 0
464,538 639,511 639,511 0
293,000 258,000 258,000 0
12,351 12,351 12,351 0
7,354,047 7,465,068 7,465,068 0
383,000 327,000 327,000 0
46,000 46,000 46,000 0
429,000 373,000 373,000 0
150,000 150,000 150,000 0
7,933,047 7,988,068 7,988,068 0
Summary of Expenditures, p. 1
36$rj,
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2014
Fund Orq Expenditure Function
262695 60000 HUMAN SERVICES
2627 60000 HUMAN SERVICES
262995 60000 HUMAN SERVICES
2632 60000 HUMAN SERVICES
2635 60000 HUMAN SERVICES
2636 60000 HUMAN SERVICES
2637 60000 HUMAN SERVICES
2639 60000 HUMAN SERVICES
263907 60000 HUMAN SERVICES
2640 60000 HUMAN SERVICES
2643 60000 HUMAN SERVICES
2645 60000 HUMAN SERVICES
2646 60000 HUMAN SERVICES
2648 60000 HUMAN SERVICES
2651 60000 HUMAN SERVICES
2652 60000 HUMAN SERVICES
2653 60000 HUMAN SERVICES
2654 60000 HUMAN SERVICES
2655 60000 HUMAN SERVICES
2656 60000 HUMAN SERVICES
2657 60000 HUMAN SERVICES
2658 60000 HUMAN SERVICES
265995 60000 HUMAN SERVICES
2666 60000 HUMAN SERVICES
2667 60000 HUMAN SERVICES
2671 60000 HUMAN SERVICES
2673 60000 HUMAN SERVICES
267895 60000 HUMAN SERVICES
TOTAL HUMAN SERVICES
2013 2014 2014 2014
Budget Request Recommend Final
895,000 929,000 929,000 0
40,000 30,000 30,000 0
293,000 258,000 258,000 0
652,000 761,100 761,100 0
155,000 127,000 127,000 0
1,008,000 529,350 529,350 0
450,500 486,300 486,300 0
0 15,000 15,000 0
25,000 25,000 25,000 0
26,000 0 0 0
490,000 486,300 486,300 0
383,000 327,000 327,000 0
246,000 195,000 195,000 0
182,000 190,000 190,000 0
89,716 92,500 92,500 0
308,975 259,855 259,855 0
540,168 505,000 505,000 0
41,000 44,000 44,000 0
12,954 11,798 11,798 0
11,631 15,000 15,000 0
2,065 2,061 2,061 0
7,256 6,875 6,875 0
1,261,200 1,784,900 1,784,900 0
5,000 0 0 0
12,000 12,000 12,000 0
454,538 639,511 639,511 0
100,132 87,420 87,420 0
240,912 168,098 168,098 0
7,933,047 7,988,068 7,988,068 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,932,921
$ 4,835,655
$ 5,146,084
$ 5,146,084
Supplies
165,671
167,412
88,500
88,500
Purchased Services
2,328,236
2,912,980
2,753,484
2,753,484
Fixed Charges
8,586
17,000
0
0
Gross County Cost
$ 7,435,414
$ 7,933,047
$ 7,988,068
$ 7,988,068
Revenue
7,020,778
7,920,696
7,975,717
7,975,717
Net County Cost
$ 414,636
$ 12,351
$ 12,351
$ 12,351
Budget Positions
--
--
--
--
SUMMARY OF CHANGES: See Individual Budget Units.
OBJECTIVES: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary for all budget units in this fund.
36V
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 60000-2626
DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 909,008
$ 770,000
$ 820,000
$ 820,000
Supplies
6,362
5,000
3,000
3,000
Purchased Services
44,059
120,000
106,000
106,000
Gross County Cost
$ 959,429
$ 895,000
$ 929,000
$ 929,000
Revenue
959,429
895,000
929,000
929,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
--
- -
- -
- -
SUMMARY OF CHANGES: Funding for this program appears to be returning to pre-ARRA
levels, and should remain fairly constant, depending on budget control measures enacted at the
Federal level.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Job placements
ACTUAL ESTIMATED PROJECTED
26,000 23,000 23,000
$3.605 $3.307 $3.375
57% 43% 45%
Ge
3'N
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - - 60000-2627
DEPARTMENT DESCRIPTION:
months.
Administer youth employment program for the summer
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 32,758
$ 31,000
$ 26,500
$ 26,500
Supplies
0
0
0
0
Purchased Services
7,196
9,000
3,500
3,500
Gross County Cost
$ 39,954
$ 40,000
$ 30,000
$ 30,000
Revenue
39,954
40,000
30,000
30,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
4,000 2,600 2,400
$0.150 $0.148 $0.109
2,000 1,300 1,200
3`9
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Employment First - - 60000-262995
DEPARTMENT DESCRIPTION: This program allows eligible Food Stamp clients to participate
in various job search and development activities to retrain them for better paying jobs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 239,568
$ 205,000
$ 195,000
$ 195,000
Supplies
3,160
3,000
3,000
3,000
Purchased Services
104,544
85,000
60,000
60,000
Gross County Cost
$ 347,272
$ 293,000
$ 258,000
$ 258,000
Revenue
347,272
293,000
258,000
258,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
3,900 3,900 3,900
$1.305 $1.083 $0.937
1,900 1,900 1,900
37'2, 6
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families - - 60000-2632
DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 393,176
$ 380,000
$ 440,300
$ 440,300
Supplies
1,623
2,000
0
0
Purchased Services
130,451
270,000
320,800
320,800
Fixed Charges
0
0
0
0
Gross County Cost
$ 525,250
$ 652,000
$ 761,100
$ 761,100
Revenue
527,203
652,000
761,100
761,100
Net County Cost
$ - 1,953
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost (county support)
Effectiveness Measures (desired results)
Meet Federal participation rates
ACTUAL ESTIMATED PROJECTED
330 330 330
$1.974 $2.409 $2.765
Yes Yes Yes
3A)
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Admin.) 60000-2635
DEPARTMENT DESCRIPTION: This program tracks the administration for all of the
Workforce Investment Act grants.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 134,307
$ 135,000
$ 125,000
$ 125,000
Supplies
0
0
0
0
Purchased Services
23,401
20,000
2,000
2,000
Gross County Cost
$ 157,708
$ 155,000
$ 127,000
$ 127,000
Revenue
157,708
155,000
127,000
127,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.593 $0.573 $0.461
37'
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Adult) 60000-2636
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
adults.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 180,482
$ 255,000
$ 162,650
$ 162,650
Supplies
1,538
3,000
1,000
1,000
Purchased Services
457,486
750,000
365,700
365,700
Fixed Charges
0
0
0
0
Gross County Cost
$ 639,506
$ 1,008,000
$ 529,350
$ 529,350
Revenue
639,506
1,008,000
529,350
529,350
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
176 278 180
$2.403 $3.725 $1.923
76% 60% 75%
37 ,a
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in -school and out -of -school youth.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 388,169
$ 382,000
$ 345,000
$ 345,000
Supplies
3,289
1,500
4,000
4,000
Purchased Services
96,082
67,000
137,300
137,300
Fixed Charges
0
0
0
0
Gross County Cost
$ 487,540
$ 450,500
$ 486,300
$ 486,300
Revenue
487,540
450,500
486,300
486,300
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served 269 270 270
Efficiency Measures
Per capita cost $1.832 $1.665 $1.766
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth) 60% 66% 65%
Skill Attainment rate (Younger Youth) 58% 67% 65%
37W
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 21,329
$ 25,000
$ 25,000
$ 25,000
Supplies
0
0
0
0
Purchased Services
4,476
0
15,000
15,000
Gross County Cost
$ 25,805
$ 25,000
$ 40,000
$ 40,000
Revenue
25,805
25,000
40,000
40,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2013-14 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.097
$0.092 $0.145
37'7\S
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of
the WIA programs and are used for staff training, administration, contracted services and other
programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 18,000
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
8,000
0
0
Fixed Charges
0
0
0
0
Gross County Cost
$
0
$ 26,000
$
0
$
0
Revenue
0
26,000
0
0
Net County Cost
$
0
$ 0
$
0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2013-2014 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.00 $0.096 $0.000
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 251,039
$ 207,000
$ 240,000
$ 240,000
Supplies
3,368
3,000
2,000
2,000
Purchased Services
370,046
280,000
244,300
244,300
Fixed Charges
0
0
0
0
Gross County Cost
$ 624,453
$ 490,000
$ 486,300
$ 486,300
Revenue
624,453
490,000
486,300
486,300
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 160 161 165
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
$2.346
$1.811 $1.766
86% 91% 90%
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - - 60000-2645
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer
Education Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 290,488
$ 300,000
$ 240,000
$ 240,000
Supplies
39,680
32,000
33,000
33,000
Purchased Services
54,596
51,000
54,000
54,000
Gross County Cost
$ 384,764
$ 383,000
$ 327,000
$ 327,000
Revenue
95,605
383,000
327,000
327,000
Net County Cost
$ 289,159
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
GED's obtained
ACTUAL ESTIMATED PROJECTED
1,350 1,350 1,350
$1.446 $t415 $1.189
120 120 120
3•8g
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Program - - 60000-2646
DEPARTMENT DESCRIPTION: The AmeriCorps Program is a youth corps work program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 253,826
$ 175,000
$ 185,000
$ 185,000
Supplies
11,955
19,000
2,500
2,500
Purchased Services
47,541
35,000
7,500
7,500
Fixed Charges
8,586
17,000
0
0
Gross County Cost
$ 321,908
$ 246,000
$ 195,000
$ 195,000
Revenue
276,755
246,000
195,000
195,000
Net County Cost
$ 45,153
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Participants in program
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients completing program
ACTUAL ESTIMATED PROJECTED
15 47 30
$1.210 $0.909 $0.708
40 40 30
11
3x81
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Tight Corp Program - - 60000-2648
DEPARTMENT DESCRIPTION: Youth Corp Program
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 127,690
$ 115,000
$ 120,000
$ 120,000
Supplies
5,233
7,000
3,000
3,000
Purchased Services
87,877
60,000
67,000
67,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 220,800
$ 182,000
$ 190,000
$ 190,000
Revenue
199,648
182,000
190,000
190,000
Net County Cost
$ 21,152
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Participants
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Participants completing program
ACTUAL ESTIMATED PROJECTED
30 24 24
$0.830 $0.673 $0.690
25 19 20
31'
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Admin.) 60000-2651
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 51,200
$ 82,716
$ 85,000
$ 85,000
Supplies
37
0
0
0
Purchased Services
6,438
7,000
7,500
7,500
Gross County Cost
$ 57,675
$ 89,716
$ 92,500
$ 92,500
Revenue
57,675
89,716
92,500
92,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
ACTUAL ESTIMATED PROJECTED
11 11 11
$0.217 $0.332 $0.336
38\1
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Support) 60000-2652
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
adult day care, ombudsman services, peer counseling, outreach, respite services and legal
counseling.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 121,685
$ 130,000
$ 110,000
$ 110,000
Supplies
108
0
0
0
Purchased Services
153,700
178,975
149,855
149,855
Gross County Cost
$ 275,493
$ 308,975
$ 259,855
$ 259,855
Revenue
275,493
308,975
259,855
259,855
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
381Z
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2652
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach 800 800 800
Adult day care 2,083 1,785 1,785
Peer Counseling 1,675 1,675 1,595
Legal consultation/representation 850 500 500
Homemaker and personal care 1,107 1,657 881
Ombudsman Services 1,600 1,600 1,600
Efficiency Measures
Per capita cost $1.035 $1.142 $0.944
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 21
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 104,561
$ 120,000
$ 150,000
$ 150,000
Supplies
21,452
9,000
10,000
10,000
Purchased Services
314,241
411,168
345,000
345,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 440,254
$ 540,168
$ 505,000
$ 505,000
Revenue
385,753
527,817
492,649
492,649
Net County Cost
$ 54,501
$ 12,351
$ 12,351
$ 12,351
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
48,476 50,000 50,000
$1.654 $1.996 $1.834
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
23,395
41,000
44,000
44,000
Gross County Cost
$ 23,395
$ 41,000
$ 44,000
$ 44,000
Revenue
19,072
41,000
44,000
44,000
Net County Cost
$ 4,323
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
7,750 10,250 10,250
$0.088 $0.152 $0.160
Yes Yes Yes
38' S
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Health Services) 60000-2655
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports evidence -based health programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,793
$ 10,954
$ 9,798
$ 9,798
Supplies
0
0
0
0
Purchased Services
1,423
2,000
2,000
2,000
Gross County Cost
$ 8,216
$ 12,954
$ 11,798
$ 11,798
Revenue
8,216
12,954
11,798
11,798
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
300 100 100
$0.031 $0.048 $0.043
Yes
Yes Yes
38137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (ARCH) 60000-2656
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community,
providing long-term care information and assistance for individuals 18 years of age and older.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 26,071
$ 8,329
$ 14,000
$ 14,000
Supplies
0
0
0
0
Purchased Services
10,995
3,302
1,000
1,000
Gross County Cost
$ 37,066
$ 11,631
$ 15,000
$ 15,000
Revenue
34,223
11,631
15,000
15,000
Net County Cost
$ 2,843
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
$0.139 $0.043 $0.054
Yes Yes Yes
30,7
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,348
$ 1,700
$ 2,061
$ 2,061
Supplies
0
0
0
0
Purchased Services
168
365
0
0
Gross County Cost
$ 1,516
$ 2,065
$ 2,061
$ 2,061
Revenue
1,516
2,065
2,061
2,061
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Educated CNA, staff, NH residents/families 200 200 200
Efficiency Measures
Per capita cost $0.006 $0.008 $0.007
Effectiveness Measures (desired results)
Education of long term staff Yes Yes Yes
3b
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Special Ombudsman) 60000-2658
DEPARTMENT DESCRIPTION: These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,496
$ 6,056
$ 5,675
$ 5,675
Supplies
0
0
0
0
Purchased Services
895
1,200
1,200
1,200
Gross County Cost
$ 4,391
$ 7,256
$ 6,875
$ 6,875
Revenue
4,391
7,256
6,875
6,875
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Complaints investigated
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work outputs are maintained
ACTUAL ESTIMATED PROJECTED
150 150 150
$0.016 $0.027 $0.025
Yes Yes Yes
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-265995
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,130,162
$ 1,138,900
$ 1,637,900
$ 1,637,900
Supplies
4,374
0
0
0
Purchased Services
37,373
122,300
147,000
147,000
Gross County Cost
$ 1,171,909
$ 1,261,200
$ 1,784,900
$ 1,784,900
Revenue
1,171,909
1,261,200
1,784,900
1,784,900
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: During Calendar Years 2012 and 2013, the Department was
approved to add supervisory and case manager positions, which will enable us to better serve
this population and maintain a well -trained, well -supervised staff.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care
ACTUAL ESTIMATED PROJECTED
1,228 1,300 1,350
$4.403 $4.661 $6.483
1,000
1,300
1,350
39'8O
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NCMC) - - 60000-2666
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 5,000
$
0
$
0
Supplies
3,053
0
0
0
Purchased Services
107
0
0
0
Gross County Cost
$ 3,160
$ 5,000
$
0
$
0
Revenue
0
5,000
0
0
Net County Cost
$ 3,160
$ 0
$
0
$
0
Budget Position
- -
- -
- -
- -
SUMMARY OF CHANGES: This is a year-to-year grant. The Department may subsequently
apply for the grant for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
$0.012 $0.018 $0.000
Yes Yes Yes
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (VALE) - - 60000-2667
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs. These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 12,132
$ 12,000
$ 12,000
$ 12,000
Supplies
185
0
0
0
Purchased Services
75
0
0
0
Gross County Cost
$ 12,392
$ 12,000
$ 12,000
$ 12,000
Revenue
12,000
12,000
12,000
12,000
Net County Cost
$ 392
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
600 600 600
$0.045 $0.044 $0.044
Yes Yes Yes
394a
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (State Funds) - - 60000-2671
DEPARTMENT DESCRIPTION: Supplemental funding source started July 1, 2000, it is a
combination of HB-1108 funds and General Fund Long Bill monies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 126,271
$ 105,000
$ 108,000
$ 108,000
Supplies
60,117
27,000
27,000
27,000
Purchased Services
262,286
322,538
504,511
504,511
Gross County Cost
$ 448,674
$ 454,538
$ 639,511
$ 639,511
Revenue
448,701
454,538
639,511
639,511
Net County Cost
$ - 27
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dental/Vision/Hearing Clients Served 100 120 160
Meals served 14,636 14,611 22,612
Other clients served 8,865 8,709 12,075
Efficiency Measures
Per capita cost $1.686 $1.680 $2.323
393
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support - - 60000-2673
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 41,865
$ 32,000
$ 40,000
$ 40,000
Supplies
137
0
0
0
Purchased Services
48,090
68,132
47,420
47,420
Gross County Cost
$ 90,092
$ 100,132
$ 87,420
$ 87,420
Revenue
90,092
100,132
87,420
87,420
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services 1,800 1,370 1,000
Efficiency Measures
Per capita cost $0.339 $0.370 $0.318
Effectiveness Measures (desired results)
Maintain requirements of grant Yes Yes Yes
39e1/4q
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant - - 60000-267895
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 85,497
$ 185,000
$ 47,200
$ 47,200
Purchased Services
41,295
55,912
120,898
120,898
Fixed Charges
0
0
0
0
Gross County Cost
$ 126,792
$ 240,912
$ 168,098
$ 168,098
Revenue
130,859
240,912
168,098
168,098
Net County Cost
$ - 4,067
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: The Colorado Department of Local Affairs reports that Federal
funding for this program has decreased by approximately 53%. Funds may be partially restored,
at a later date.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Employment opportunities low-income
unskilled adult labor force
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals maintained
2,330 2,000
2,000
$0.492 $0.890 $0.611
Yes Yes Yes
39.5
3910
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded at the level of $10,000,000 with $5,000,000 from property tax
and $5,000,000 from carry-over fund balance. A beginning fund balance of $35,000,000 is
anticipated. An ending fund balance of $40,000,000 is projected, assuming no contingency
funds are needed in 2014. The fund balance will serve as a stabilization reserve for fluctuating
revenues due to Weld County's heavy dependency on oil and gas assessed values that can
fluctuate dramatically from year to year due to production levels and price changes. Besides
serving as a general contingency reserve, the fund is available to mitigate impacts from the oil
and gas industry, such as unanticipated road and bridge heavy hauling impacts.
SOLID WASTE FUND:
The Solid Waste Fund is funded at the anticipated revenue level of fees at $900,000. There is
an anticipated beginning fund balance of $1,000,000. The Department of Public Health and
Environment costs for the Household Hazardous Waste program will be $425,493. $40,000 is
budgeted for community clean-ups, and $75,000 to fund the roadside trash pick-up program
with Useful Public Service clients. $141,790 is funded for solid waste inspections and monitoring
by the Health Department. $40,000 is funded for the solid waste tank disposal at the Island
Grove Livestock Barn. $30,431 is budget for indirect costs. $85,000 is funded by a transfer
to the Sheriff's Office to support code enforcement for illegal dumping. There is $62,286
included in the budget that is undesignated.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $440,296 based upon the anticipated operating
costs for 2014. The budget reflects funding of Island Grove Park only.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund was established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. It also requires each local government to reserve one percent
or more for 1993, two percent or more for 1994, and three percent or more for all later years of
the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next
year's reserve. With the adoption of the new accounting rules under GASB 54 the three -percent
TABOR emergency reserve required by Article X, Section 20(5) of the Colorado Constitution
shall be a restricted fund balance in the General Fund in an amount equal to six -million dollars
or three -percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve
Fund will no longer be used to budget or account for the TABOR emergency reserve.
39.7
CTF - Summary of Revenue
398
QQ
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
LOTTERY
73700 4332 LOTTERY
MISCELLANEOUS
2200 73700 4610 EARNINGS ON INVESTMENTS
TOTAL CONSERVATION TRUST
/1f°,99fii
2012 2013 2013 2013
Budget Request Recommend Final
376,000 412,000 412,000 0
3,500 3,000 3,000
379,500 415,000 415,000
CTF - Summary of Expenditures
399
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
—O0 73700 CONSERVATION TRUST
TOTAL CONSERVATION TRUST
399
2013 2014 2014 2014
Budget Request Recommend Final
406,647 440,296 440,296 0
406,647 440,296 440,296 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to
be used for the acquisition, development, and maintenance of new conservation sites within
Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
379,484
406,647
440,296
440,296
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 379,484
$ 406,647
$ 440,296
$ 440,296
Revenue/Fund
Balance
414,315
406,647
440,296
440,296
Net County Cost
$ - 34,831
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $412,000
and $3,000 from interest earnings. For 2014, the budget for the county buildings at Island Grove
Park is proposed at $440,296. This represents an increase from the 2013 budget of $33,649
or 8.27 percent. Revenue from rents and facility use fees for 2014 is estimated at $117,500,
which is an increase of $15,000 from 2013. The county payment for 2014 is proposed at
$440,296, which is an increase of $33,649 from the 2013 payment of $406,647 or an increase
of 8.3 percent. The increase in the 2014 county payment reflects the increase in salaries
granted, utility increases, and cost of repairs. No funds are allocated for capital improvements to
the buildings. Since 2002, the Missile Site Park has been funded in the General Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
40`2,O
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
Historically, the following is the amount of money received annually since the lottery started:
1983 $ 194,698
1984 195,304
1985 151,033
1986 138,069
1987 162,736
1988 154,074
1989 130,764
1990 136,726
1991 200,103
1992 220,219
1993 264,371
1994 205,534
1995 327,162
1996 312,024
1997 356,262
1998 $373,962
1999 286,971
2000 358,802
2001 361,050
2002 391,780
2003 385,070
2004 361,926
2005 371,213
2006 453,233
2007 423,260
2008 430,795
2009 408,648
2010 386,999
2011 376,031
2012 411,891
The funds have been used for maintenance and development of Island Grove Park and the
Missile Site Park, with the exception of the following items:
Entity
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearsin Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$ 51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
40
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to, or compliment, the economic development activities
of Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
420,000 420,000 420,000
$1.45
$0.91
$1.50
$1.60
$0.97 $1.05
4012
Contingency Fund, Summary of Revenues
40‘5,3
CONTINGENCY
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
TAXES
90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINGENCY
bl
2012 2013 2013 2013
Budget Request Recommend Final
12,000,000 5,000,000 5,000,000 0
12,000,000 5,000,000 5,000,000 0
Contingency Fund, Summary of Expenditures
4o'
CONTINGENT
SUMMARY OF EXPENDITURES
2014
Fund Orq Expenditure Function
^Q0 90300 CONTINGENT
TOTAL CONTINGENT
2013 2014 2014 2014
Budget Request Recommend Final
12, 000, 000 10, 000, 000 10, 000, 000 0
12,000,000 10,000,000 10,000,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
12,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County Cost
$ 0
$ 12,000,000
$ 10,000,000
$ 10,000,000
Revenue/Fund Bal.
7,977,517
12,000,000
5,000,000
5,000,000
Net County Cost
$ -7,977,517
$ 0
$ 5,000,000
$ 5,000,000
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with
$5,000,000 from property tax and $5,000,000 from carry-over fund balance. A beginning fund
balance of $35,000,000 is anticipated. An ending fund balance of $40,000,000 is projected,
assuming no contingency funds are needed in 2014. The fund balance will serve as a
stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil
and gas assessed values that can fluctuate dramatically from year to year due to production
levels and price changes. Besides serving as a general contingency reserve, the fund is
available to mitigate impacts from the oil and gas industry, such as unanticipated road and
bridge heavy hauling impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
40%&
Emergency Res. Fund, Summary of Revenues
40k 6
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
TAXES
53100 4112 CURRENT PROPERTY TAXES
TOTAL EMERGENCY RESERVE
2012 2013 2013 2013
Budget Request Recommend Final
0
0 0
0 0
0
0
0
Emergency Res. Fund, Summary of Expenditures
40'7
SUMMARY OF EXPENDITURES
2014
Fund Orq Expenditure Function
53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE
tj\n
2013 2014 2014 2014
Budget Request Recommend Final
0 0 0 0
0 0 0 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment
One (TABOR), passed November 3, 1992, which requires that an emergency reserve be
established to be used for declared emergencies only, and that each local government shall
reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later
years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused
reserves apply to the next year's reserve.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54 the
three -percent TABOR emergency reserve required by Article X, Section 20(5) of the Colorado
Constitution shall be a restricted fund balance in the General Fund in an amount equal to six -
million dollars or three -percent of the TABOR revenue limit, whichever is greater. This
Emergency Reserve Fund will no longer be used to budget or account for the TABOR
emergency reserve.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54.
BOARD ACTION: Reaffirmed policy per GASB 54.
®Q
4't0
Solid Waste Fund, Summary of Revenues
al
SOLID WASTE
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
CHARGE FOR SERVICES
90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE
2012 2013 2013 2013
Budget Request Recommend Final
730,000 900,000 900,000
730,000 900,000 900,000
0
0
Solid Revenue Fund, Summary of Expenditures
SOLID WASTE
SUMMARY OF EXPENDITURES
2014
Fund Orq Expenditure Function
7700 21240 TRANSFER
) 90200 SOLID WASTE
r 00 90200 TRANSFER
TOTAL SOLID WASTE
2013 2014 2014 2014
Budget Request Recommend Final
85,000 85,000 85,000 0
137,091 247,717 247,717 0
507,909 567,283 567,283 0
730,000 900,000 900,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
85,000
85,000
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the
Animal Control function in the Sheriff's Office. The cost of the code enforcement function is
$85,000. See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Number of Complaints
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
800 800 800
$0.319 $0.314 $0.309
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
41X)
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
79,927
137,091
217,286
217,286
Fixed Charges
507,909
507,909
597,714
597,714
Capital
0
0
0
0
Gross County Cost
$ 587,836
$ 645,000
$ 815,000
$ 815,000
Revenue
999,619
730,000
900,000
900,000
Net County Cost
$ - 411,783
$ - 85,000
$ - 85,000
$ - 85,000
SUMMARY OF CHANGES: The revenue estimate is $900,000, up from $730,000 due to
special waste from oil and gas activity. The Department of Public Health and Environment costs
for the Household Hazardous Waste program will be $425,493. $40,000 is budgeted for
community clean-ups, and $75,000 to fund the roadside trash pick-up program with Useful
Public Service clients. $141,790 is funded for solid waste inspections and monitoring by the
Health Department. $40,000 is funded for the solid waste tank disposal at the Island Grove
Livestock Barn. $30,431 is budget for indirect costs. Since the landfill sites no longer impact
county roads due to being located off of state highways, no funds are provided for road projects
to mitigate landfill impacts. There is $62,286 included in the budget that is undesignated.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are
$62,286 in undesignated funds in the 2014 budget to mitigate impacts of landfills, such as road
access, cleanups, and transfer stations. A $1,000,000 fund balance also exists for the same
needs, if required.
BOARD ACTION: Approved as recommended.
411 Z
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections 45 45 45
Household Hazardous Material (HHM) $373,127 $373,127 $425,493
Surcharge Collected $685,000 $730,000 $900,000
Efficiency Measures
Per capita cost (collected) $2.21 $2.70 $3.27
Per capita HHM cost $1.40 $1.38 $1.55
41'53
Graph, Capital Outlay, Seven year trend - odd page
SEVEN YEAR TREND
Capital Expenditures
2008 2009
2010
2011
2012
2013
2014
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Expenditures Fund was established to budget the financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Long Range Capital
Plan for 2014-2018 is presented in this section and relates to the specifics of the 2014 capital
project budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2014 program is funded at $8,650,000, with $8,250,000 from property tax,
$100,000 from capital expansion fees, and $300,000 from interest. Anticipated projects include
$300,000 for a grader shed for Public Works, and $686,000 for special projects. A carry-over
beginning fund balance of $12,552,000 is anticipated, and $20,216,000 ending reserve fund
balance for the future jail expansion ($14,116,000), Communications System reserve
($4,100,000), and Downtown Greeley land reserve ($2,000,000) is anticipated at the end of
2014.
Capital projects impacting the 2014 and future years' operational costs include the additional jail
space planned for construction in 2018 will impact the operational budget by $1,210,000 in
2018, $770,000 in 2020, and $1,100,000 in 2021. Special projects and Public Works facility
projects are primarily cosmetic enhancements to buildings that will not impact operating costs,
but will improve the appearance and functionality of the buildings involved.
41kb
Capital Expenditures, Summary of Revenue
41k1
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
TAXES
17500 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
4000 17500 4610 EARNINGS ON INVESTMENTS
MISCELLANEOUS
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURES
2012 2013 2013 2013
Budget Request Recommend Final
7,200,000 8,250,000 8,250,000 0
300,000 300,000 300,000 0
100,000 100,000 100,000 0
7,600,000 8,650,000 8 650,000 0
Capital Expenditures, Summary of Expenditures
SUMMARY OF EXPENDITURES
2014
2013 2014 2014 2014
Fund Orq Expenditure Function Budget Request Recommend Final
'0 17500 CAPITAL IMPROVEMENT AND ACQUISITION 7,600,000 8,650,000 8,650,000 0
TOTAL CAPITAL EXPENDITURE 7,600,000 8,650,000 8,650,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in
accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County
Buildings Fund (Fund 33).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Capital
6,461,281
7,600,000
8,650,000
8,650,000
Gross County Cost
$ 6,461,281
$ 7,600,000
$ 8,650,000
$ 8,650,000
Revenue
4,808,113
400,000
400,000
400,000
Fund Bal. Increase
5,516,861
0
0
0
Net County Cost
$ 7,170,029
$ 7,200,000
$ 8,250,000
$ 8,250,000
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2014 program is funded at $8,650,000, with
$8,250,000 from property tax, $100,000 from capital expansion fees, and $300,000 from
interest. Anticipated projects include $300,000 for a grader shed for Public Works, and
$686,000 for special projects. A carry-over beginning fund balance of $12,552,000 is
anticipated, and $20,216,000 ending reserve fund balance for the future jail expansion
($14,116,000), Communications System reserve ($4,100,000), and Downtown Greeley land
reserve ($2,000,000) is anticipated at the end of 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2014 funding level of
the Proposed Long Range Capital Plan for 2014 - 2018. The actual plan is on the pages
immediately following.
BOARD ACTION: Approved as recommended.
09
4y
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2014 - 2018
Presented By: Donald D. Warden
Director of Budget Management and Analysis
September, 2013
20
42
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2014 - 2018
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the Director of Finance and Administration submit,
at the time of submission of the annual budget, a five-year capital improvements
program and budget. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required."
This five-year plan projects capital improvements for 2014 - 2018.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for
organizing solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four (4) sections:
1. Introduction
2. Financing Alternatives
3. 2014 - 2018 Five-year Plan
4. 2014 Budgetary Impact
The section on financing recommends a program for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projects program. The
2014 - 2018 five-year plan section provides a list of recommended projects and the time
schedule for the next five fiscal years. Additionally, it provides justification for the
recommendation and attempts to enumerate problems and recommended solutions for the
capital improvements program over the next five years. The project section describes each
recommended project, and provides information on the existing situation, the proposed solution,
and the financing plan for each project.
The last section of the report provides a recommended 2014 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2014 county budget.
42�i
FINANCING ALTERNATIVES
4242-
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most
common methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues --
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current
year's capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Finally, the
technique avoids the inconvenience and considerable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be
cheaper to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another
approach. The annual available resources could be used entirely for debt
service with the size of the annual resources setting the limit on the amount that
could be borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of
time is a feasible approach, assuming a relatively stable construction dollar.
HB 82-1111, passed in 1982, specifically provides for a capital improvements
trust fund for capital reserves.
423
4. Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual
resources would be used to finance capital improvements directly, and the
remainder would go for supporting a debt program. Even if a local government
pursues a borrowing policy, an initial down payment out of current revenues is a
possibility. A customary five to ten percent down is a limited pay as you go
policy, and assures that the voters authorizing the approval will make a cash
contribution so all of the burden will not be postponed.
5. Joint financing:
An ever increasing number of cities and counties are benefitting from joint
development of a project. The construction of a city/county office building and
recreational areas are examples. This avenue of funding and planning capital
projects normally is advantageous to both jurisdictions.
6. Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works
projects by having it constructed by a private company or authority. The facility is
then leased by the jurisdiction on an annual or a monthly rental. At the end of the
lease period, the title to the facility can be conveyed to the jurisdiction without
any future payments. The rental over the years will have paid the total original
cost plus interest. This method has been used successfully in a number of
jurisdictions. The utilization of a building authority would fall under this category
of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above
alternatives. For example, the passage of general obligation bonds as a debt
financing mechanism has not met recent success at the polling places in most
jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large fixed -charge
costs.
B. It avoids the payment of interest charges.
C. It imposes upon public officials the full political responsibility for levy of
the taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
4. In an inflationary period, one must take into account the extent to which
prepayment for capital outlay is warranted, when the opportunity for repayment of
the principal and interest in dollars that are less expensive can be arranged.
42k cI
5. During periods of rapid rise in costs, the time delay necessary to
accumulate down payments or full pay as you go resources invites higher costs
which may wipe out most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction in an attempt to balance the economy of a payment in full program
with the fairness of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and projected
inflationary cost increases that would result from project delays.
42\5
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been approved
by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out
of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad
vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may
be pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is over $210 million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi -year debt. It states that an election is required: "Except for the refinancing of district
bonded debt at a lower interest rate or adding new employees to existing district pension plans,
creation of any multiple -fiscal year direct or indirect district debt or other financial obligation
whatsoever without adequate present cash reserves pledged irrevocable and held for payments
in all future fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with
the laws of the state, including the borrowing of money to fund county projects,
the pledging of project revenues and repayment thereof, and the issuance of
revenue warrants, or revenue bonds, or other forms of evidence of such
obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to
maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes
due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the
higher the yields or return on investment is demanded by the market price. Thus, a bond issue
that runs thirty years will pay a higher net effective interest rate than a bond issue that runs
twenty years.
42 )o
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and
interest of the bond issue. Consequently, general obligation bonds are a debt subject to the
constitutional and statutory provisions discussed earlier. Because the issue of general
obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes
necessary to repay the principal and interest of the bond, it is generally agreed to be a more
secure investment than other types of bonds. Thus, the major advantage of general obligation
financing is the low rate of interest as compared to the interest of other types of bonds. The law
permits general obligation bonds to have a thirty-year term; however, general obligation bond
issues usually have terms of twenty years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter
approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond
election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for
enterprise funds and operations.
Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds
and the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are considered to be less secure than general obligation bonds because of the
inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there
is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond
twenty years, frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be self-supporting and should be paid for by the user of that
project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air
travelers and airlines and parking revenue bonds are paid for by users, etc.
In order for a county to issue a revenue bond, the system which generates the revenues to
repay the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
424?
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverages, but also at more basic elements, such as the necessity of
the service, control over competition, and delinquency procedures. Revenue bonds are
becoming more popular because they do not require voter approval and do not apply in
statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. A lease is
executed with the county, which gives the county the option to purchase the equipment or
facility during the term of the lease. All or part of the lease payments may be applied to the
purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is
a debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which
underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the
system. Rather, it is usually a promise to pay only one year at a time, with an implied intention
to continue payment until ownership is transferred. As ultimate security, the holder of the lease
may look to the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation
to continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally are short, usually from seven to ten
years. Because the security underlying the lease is not good compared with conventional
financing, interest rates on leases are higher.
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987, named the Weld County
Finance Corporation. The directors are the Director of Finance and Administration, County
Attorney, and Director of Buildings and Grounds, each appointed for ten-year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt
from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds
are issued on behalf of a political subdivision, which is determined based upon the following
factors as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and
other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After
receiving a favorable ruling from the IRS, a "no action" letter should be secured from the
Security and Exchange Commission, exempting the authority's bonds from these requirements.
The authority then issues bonds pledging the annual rental payments as security. After
issuance of bonds and construction of the facilities, the authority leases the facilities to the
county. Again, this must be a bona fide lease and possess all the elements discussed under
Lease/Purchase.
The bonds of a building authority are similar to municipal leases in the manner in which they are
viewed by investors. As with a simple municipal lease, building authority bonds are less secure
than general obligation or revenue bonds. As a result, bonds issued through a building authority
bear higher interest than more secure issues.
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld
County was done in 1997, and was paid off August 1, 2007. No outstanding debt exists for
Weld County.
4�
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to
draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of
directors is formed. The board may consist of County Commissioners or administrative
personnel or individuals not associated with any public entity. The Weld County Finance
Corporation, created in 1987, consists of the Director of Finance and Administration, County
Attorney, and Director of Building and Grounds as directors.
Tax -Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on the
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says
that no action will be taken if the bonds of the building authority/non-profit corporation are not
registered.
The Purchase Contract:
Once the building authority is created with powers to act, it may enter into a contract to
purchase the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
431/40
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority.
The bond holders may also have a first mortgage lien on the building. The combination of the
two results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and negotiations, a bond issue can be for only the amount necessary for a down
payment. The sellers can carry back the balance, receiving installment sale tax benefits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
43k
COMPLETED CAPITAL PROJECTS
2008-2012
Total
Actual
2008
Actual
2009
Actual
2010
Actual
2011
Actual
2012
Centennial Complex
$ 5,127,024
$ 1,865,352
$ 2,983,136
$ 27,817
$ 102,165
$ 148,554
Courthouse
208,485
9,310
191,071
8,104
Land Reserve
162,428
142,834
19,594
Stanley Bldg
321,921
321,921
Grader Sheds
1,020,286
228,564
1,333
271,410
518,979
Motor Pool
230,868
230,868
Health Department
189,669
105,109
15,118
69,442
Island Grove
295,180
181,035
60,345
53,800
North Jail
1,607,582
360,527
22,194
696,743
252,363
275,755
Back-up Dispatch
Center
808,401
808,401
Crime Lab
216,466
4,500
211,966
Public Works
70,630
7,820
62,810
Social Services
6,090,463
3,266,441
2,743,883
80,139
Gravel Pits
3,050,193
1,659,509
1,390,684
Southeast Weld
Building
72,762
54,026
18,736
South County
165,347
165,347
County Clinic
550,538
550,538
Admin. Bldg (Skyes)
6,308,870
3,608,942
2,639,337
60,591
Alternative Use Bldg
2,440,815
2,425,697
_
15,118
Community
Correction Building
5,404,294
81,145
3,106,139
2,201,892
15,118
Miscellaneous
285,803
48,157
177,174
60,472
CNG Station
449,370
90,117
359,253
Towers
3,921,827
1,665,000
2,256,827
North 1401-1402
324,964
122,386
202,578
TOTAL
$39,324,186
$ 8,726,252
$ 9,287,108
$ 7,965,402
$ 6,711,292
$ 6,634,132
NOTE: Expenditures listed in year incurred.
43j2
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2014-2018
Requirements
Total
2014
2015
2016
2017
2018
Jail Capital
Reserve
-$5,054,000
$6,714,000
$6,975,000
$7,298,000
-$7,946,000
-$18,095,000
Comm. System
Reserve
4,750,000
950,000
950,000
950,000
950,000
950,000
Jail Expansion
40,000,000
0
0
0
15,000,000
25,000,000
Land Reserve
0
0
0
0
0
0
Communications
System
0
0
0
0
0
0
Misc Projects
3,154,000
686,000
675,000
602,000
621,000
570,000
PW Projects
1,500,000
300,000
300,000
300,000
300,000
300,000
TOTAL
$44,350,000
$8,650,000
$8,900,000
$9,150,000
$8,925,000
$8,725,000
433
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
43 1f
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2014 - 2018
YEAR
PROPERTY
TAX
INTEREST
FEES
TOTAL
2014
$8,250,000
$300,000
$100,000
$8,650,000
2015
8,250,000
550,000
100,000
8,900,000
2016
8,250,000
800,000
100,000
9,150,000
2017
8,250,000
550,000
125,000
8,925,000
2018
8,250,000
350,000
125,000
8,725,000
43\S
CASH FLOW ANALYSIS
YEAR
BEGINNING
FUND
BALANCE
REVENUE
EXPENDITURES
ENDING
FUND
BALANCE
2014
$ 12,552,000
$ 8,650,000
$ 986,000
$ 20,216,000
2015
$ 20,216,000
$ 8,900,000
$ 975,000
$ 28,141,000
2016
$ 28,141,000
$ 9,150,000
$ 902,000
$ 36,389,000
2017
$ 36,389,000
$ 8,925,000
$ 15,921,000
$ 29,393,000
2018
$ 29,393,000
$ 8,725,000
$ 25,870,000
$ 12,248,000
43$\ Q0
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978, and was remodeled three times to
increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed
with 160 beds and all of the core service facilities. The North Jail Complex is currently designed
for a build out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase
would be in increments of approximately 160 - 375 beds. Jail population continues to grow in
Weld County, but the growth rate has slowed the last few years due to more use of jail
alternative programs. Phase II was completed and opened in January, 2004. Phase II added
245 beds based upon the design. Construction of Phase II allowed for the closure of the
Centennial Jail and conversion of the space to accommodate Court needs. Phase III, which
added 374 beds, was constructed in 2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
beds, as needed. The total project of approximately 331,143 square feet will be constructed in
phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core
service facilities, such as kitchen, administrative offices, medical detention, booking area, and
lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and
medium security to accommodate the projected inmate classifications. Phase II was
constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III
has 374 beds and was constructed in 2006 - 2007. There is currently 217,568 square feet of
building with 779 beds available.
Financing:
It is recommended that the county budget $40,000,000 in the 2014 - 2018 capital plan budget to
construct an additional 113,575 square feet of building for 350 additional beds. Nothing will be
in the capital budget in 2014 for jail construction.
Impact on Operational Costs:
In 2019, it is anticipated that the new jail capacity will be opened. The use of the capacity will
be phased in over a two to three year period, depending on inmate population growth. Based
upon past phased openings of the jail, the estimated additional annual costs are:
Item
2018
2020
2021
Staffing
$ 1,210,000
$ 770,000
$ 1,100,000
Medical Costs
0
600,000
320,000
Food
0
400,000
200,000
Utilities
0
60,000
0
Maintenance
0
60,000
0
43N7
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and
North 11th Avenue in Greeley. Funds for the property came from the sale of the Health
Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area.
The utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000
with the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000
square foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres
have been developed for building and storage sites and approximately 60 acres can be mined
for gravel and reclaimed in an attractive way. The new correctional facility is located on this
site, as well as the Health Department, Household Hazardous Waste Building, Training Center,
Motor Pool, Public Works, Law Administration, Buildings and Grounds, Alternative Programs
Facility, Community Corrections Facility, and four administrative buildings. A portion of the
property was made available for commercial development and offered at no cost or low cost to
private parties for economic development incentives. A PUD was approved for land use
purposes in 1989.
Financing:
Development, using future years' funds, is programmed into the long-range plan under specific
projects, which include a correction facility ($40,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
3
44S
COMMUNICATIONS SYSTEM
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed
to fund the infrastructure to accommodate the communications system. The system consisting
of towers, radio receivers and transmitters, system controllers, consoles, computers, and
various communications equipment has been required to be replaced or upgraded
approximately every ten years with growth and technological changes. The costs have been
paid for by grants, Weld County government, and the E911 Authority.
Proposed Solution:
The communications system was upgraded in 2012 at a total cost of $7,700,000. The E911
Authority Board has agreed to fund the console equipment upgrade in the amount of
$2,000,000, and Weld County, in the Capital Expenditure Fund, funded the remaining costs. In
addition, the Board of County Commissioners has agreed to adopt a policy of funding a
$9,500,000 capital reserve in the amount of $950,000 per year, so that in ten years funds will be
in the capital reserve for the next upgrade and the 700 MHz conversion.
Financing:
The upgrade for 2012 was be funded by the E911 Authority Board funding $2,000,000 from its
reserve, and Weld County funded $5,700,000 in 2012 from the Capital Expenditure Fund for the
total cost of $7,700,000. Beginning in 2013, Weld County will fund $950,000 per year for the
Communications System Reserve for future communications systems upgrades and the 700
MHz conversion. $2,200,000 was placed in the capital reserve for the mobile and portable radio
replacement. Purchase of the radios is being delayed pending the FCC waiver regarding going
to a different bandwidth. Without the waiver the change must take place by 2017.
Impact on Operational Costs:
There will be no additional operational costs for the system. Operational costs are currently
funded by Weld County, City of Greeley, the E911 Authority Board, and users using in excess of
$10,000 per year in allocated costs. It is not anticipated that the upgraded systems will be any
more expensive, operationally, to maintain than the current system.
sek
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 18 grader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. Seventeen have recently been replaced --
Nunn (1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport (1986),
Kiowa (1987), Severance (1987), Gilcrest (1989), Ault (1989), Briggsdale (1991),
Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001),
Galeton (2003), New Raymer (2004), Rockport (2007), Kersey (2010) and Briggsdale (2013). In
addition, four ice control storage buildings were constructed in 2001 - 2003. An additional
storage facilities at the Public Works Headquarters was built in 2003 and 2013. A new Buildings
and Grounds facility was built in 2007, and the old facility was converted to a Printing and
Supply facility. An additional storage facility was purchased in 2009.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have
been identified.
Financing:
The county, since 1982, has totally reconstructed and upgraded all grader and road
maintenance facilities. The county should continue a sound maintenance and replacement
program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The
funding mechanism is a pay-as-you-go function out of the Capital Fund. In 2013, a 15,000
square foot heavy equipment storage facility will be constructed ($800,000). Funds in the
amount of $300,000 per year for the years 2014-2018 are included for Public Works facilities.
The grader sheds will be replaced in Kiowa (2015), Johnstown (2016), and Nunn (2017).
Impact on Operational Costs:
Vehicle storage facility will have utility costs of approximately $2,400 per year. Since the old
grader sheds are being replaced with new sheds, the county's experience is that there is
approximately a $1,000 per year savings on the utilities due to the use of radiant heat and
improved insulation. Staffing is unchanged.
LAO
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings.
It provides for the space needs of the 19th Judicial District. Under state law the county is
obligated to provide and maintain the facilities for court related activities. The Courthouse was
built in 1917 and is maintained on the Federal Register of Historical Buildings. After many
remodels and upgrades it still functions as the main court facility for Weld County. In the mid -
1980's two buildings across the street from the Courthouse were acquired and remodeled to
house the Probation Department. In 2001, the West Courthouse Annex Building was acquired
to house the District Attorney Juvenile Division. As the population grows and court related
activities grow the space requirements continue to expand. Four courtrooms were added in
2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial
Center, including the jail, to courtrooms and court -related offices. With the construction of
Phase II of the North Jail, the Centennial Jail was closed and remodeled into court -related
space in 2004. All Sheriff's office administrative functions, along with Communications and
Records, were moved to the new Public Safety Administrative Building next to the North Jail in
2003. Over time the entire Centennial Complex will become court -related space, as well as the
two annex buildings to the west and east of the Courthouse. In 2004, three additional district
courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in
2009 four additional court rooms were built. The first floor of the Centennial Jail has been
converted into courtrooms. The second and third floors of the jail were remodeled in 2010 for
additional court and office facilities. First floor Centennial offices were converted into office
space for the Clerk to the Court. The space in the Courthouse occupied by the Clerk to the
Court was converted into a district courtroom. These courtrooms will supplement the current
vacant district courtroom and the visiting judge courtroom to accommodate four anticipated
additional judges through 2018. Space formerly occupied by the Weld County Commissioners
and administrative functions will be converted to court -related space since those functions
moved to a new administrative building in 2011.
Financing:
The county can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate.
The funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center space.
44'1
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR
CURRENT USE
NEW USE
COST
2008
Vacant
Work Release (30,000 sf)
$ 4,275,000
2008
Second Floor Old Jail
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
DA Offices
$ 1,000,000
2011
Vacant
Administrative Bldg.
$ 5,000,000
2013
Planning
Probation
$ 100,000
2019+
Third Floor Centennial
2 Courtrooms
$ 1,200,000
2019+
First Floor Centennial
1 Courtroom
$ 300,000
2019+
Vacant
Justice Center Annex Building
$ 5,000,000
2019+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2019+
Second Floor Centennial
2 Courtrooms
$ 750,000
2019+
First Floor Centennial (DA)
Court Offices
$ 200,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2013
2014
2015
2016
2017
2019+
$0
0
0
0
0
$ 176,000
44kZ
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As
jail crowding becomes more and more of a problem, the alternative programs, such as work
release and pre-trial programs, are used more and more by the Court. The programs currently
occupy approximately 20,000 square feet. The space that the programs occupy is needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and allow for growth in the
programs, a 30,000 square foot building is proposed. The facility will be constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
44V
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court -related space. In addition, all
Sheriff's office administrative functions, along with the Communications and Records, were
relocated in 2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of
patrol substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building.
In 2010, the Records Unit was moved from the Law Enforcement Administration Building to the
former Human Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There was no impact of additional costs on the 2010 budget for utilities and maintenance, since
the space has been maintained in the past. Staffing costs were unchanged, since personnel
were transferred from the old facility to the new building.
44kli
REGIONAL CRIME LAB
Existing Situation:
Currently the county has a crime lab located in the basement of the Centennial Complex, and
the former Planning Department office. The space is inadequate to meet the size and program
requirements. Weld County is taking the lead to create a regional crime lab for Northern
Colorado that would house approximately 40 crime lab staff members from various law
enforcement agencies and CBI.
Proposed Solution:
The proposed regional crime lab facility will consist of approximately 20,000 square feet. It will
contain private and open office areas, waiting areas, lobby space, meeting/conference rooms,
complete laboratory and forensics discovery area. It will be fully fire sprinkled. The crime lab's
location is in a business park off Highway 34 and WCR 17, which is a central location for the
Northern Colorado region.
Financing:
The construction of the regional crime lab started in 2012 financed by $4,000,000 in county
funds. It was completed and fully operational in August, 2013.
Impact on Operational Costs:
Once the crime lab is constructed there will be additional costs in the budget for utilities and
maintenance, in the amount of $240,000. However, five participating agencies will pay
approximately 80% of this cost, or $192,000 for a net county cost of $48,000. Staffing costs are
unchanged, since personnel will be transferred from the old crime lab to the new building. A
Federal grant for $500,000 will fund the first two to three years of operational costs.
4497
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program has been operated by private contractors since its
inception in Weld County in the early 1980's. The facility that the contractors have used is the
site known as The Villa, which were old dormitories on the UNC campus. UNC has encouraged
the Community Corrections Facility to move off campus due to the facility housing convicted
felons that are returning to the community from the Colorado Department of Corrections.
Recently, there have been problems with the contractor that owns the facility providing the
community correction services. The county realizes that without a county -owned community
corrections facility it limits the county's choices for a contract provider of the service and the
option of the county operating the facility itself through the Justice Services Department.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park.
The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street.
A 30,000 square -foot building was constructed in 2010 to accommodate the program. The site
can accommodate a doubling of the facility size at some future date at a cost of approximately
$5,000,000.
Financing:
The new Community Corrections Facility was constructed, in 2010, within the Weld County
Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 in
county funds, funded the project.
Impact on Operational Costs:
There were additional costs in the 2010 and future budgets for utilities and maintenance, in the
amount of $160,000. However, the majority of the program costs are paid for from state
contracts with the State Department of Corrections through a lease to ICCS, which is the sub-
contractor operating the facility. Currently, the program services are provided by a private
contractor (ICCS).
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The
future plans are for these facilities to be the judicial center for the 19th Judicial District that
serves Weld County. Parking has been a long time problem in the area for citizens using the
facilities. In addition, as Weld County looks to the future there will be a need to have land to
locate future court facilities. The court administration is insistent upon having a centralized
location, since other jurisdictions have had logistical problems attempting to split court facilities
into more than one location. As a result, there is a need to acquire land adjacent to the current
location to accommodate future court facilities.
Proposed Solution:
In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in
2004, and needed facilities can be constructed on this site in the future.
Financing:
In 2003, fund balance from the General Fund, in the amount of $1,500,000, was transferred to
the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the
area. As portions of the site are needed for court building sites, a parking structure can be built
to accommodate added parking needs or land to the east or south of the site can be acquired
for surface parking. In the 2012 budget $2,000,000 was reserved for the purchase of property
adjacent to the current Justice Center location to accommodate future court facilities and
support services.
Impact on Operational Costs:
No new operation costs are anticipated.
4k?
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long term plan with the development of the Weld County Business Park was for the
eventual move of all administrative functions of the county to the business park. All of the
functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer,
Clerk and Recorder, and Planning were relocated to the business park. With the future space
demands of the courts it is anticipated that the remaining county administrative functions at the
Centennial Complex will need to be relocated to the Weld County Business Park within the next
year. This will leave the Centennial Complex as a justice and law enforcement center
exclusively.
Proposed Solution:
In order to accommodate the Court's space needs and the County's administrative functions it
was necessary to acquire a new administrative facility at the Weld County Business Park. To
accommodate the space needs of the existing administrative functions, and plan for future
growth, an existing 43,000 square -foot office building was purchased in 2010, and remodeled to
accommodate current and future County administrative functional needs.
Financing:
The County purchased the existing Sykes Building for $3,500,000 in June, 2010. Approximately
another $2,300,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions.
Vacant space will exist to accommodate growth for a number of years. The project was funded
by Capital Reserve funds.
Impact on Operational Costs:
There were additional costs in the 2011 budget for utilities and maintenance, in the amount of
$180,000. There were no additional staffing costs since the staff moved from other facilities to
occupy this building. Moving and relocation costs were $50,000.
4' Q
SOCIAL SERVICES
BUILDING ANNEX
Existing Situation:
The Social Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased, adjacent to and south of the two existing
buildings. The additional land will accommodate another 20,000 square foot building and
parking.
Proposed Solution:
A new 40,000 square foot building was constructed in Greeley on the Social Services site in
2009. The building will accommodate the current services, plus allow room for future expansion
and consolidation of the Human Services and Social Services Departments.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in
the amount of $300,000.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There were no additional staffing costs since the staff
moved from other facilities to occupy this building.
99
451
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. With the growth in the
area, additional facilities will be required to house all the County functions required to service
the area.
Proposed Solution:
It is proposed that an additional 20,000 square foot building be constructed on the Southwest
Weld County Service Center site in the future. The building will accommodate the current
services, plus allow room for future expansion of services in the area.
Financing:
The building will be constructed in 2019, or beyond. Funds in the amount of $4,000,000 are
budgeted in the 2019 budget or beyond for the 20,000 square foot building.
Impact on Operational Costs:
There will be additional costs in the budget for utilities and maintenance, in the amount of
$120,000 when the facility is built. There will be no additional staffing costs since the staff will
be moving from other facilities to occupy this building. Moving and relocation costs are
estimated to be $30,000.
45k0
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five -acre
site. The building accommodates the historic services provided, plus Probation and increased
Human Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may be added to the site in 2019, or beyond.
Financing:
The building was constructed in 2006.
Impact on Operational Costs:
No new operational costs are anticipated until constructed in 2019, or beyond.
450
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several special projects to do major maintenance to buildings, update or
renovate county facilities, provide for new county programs, and remodel to accommodate
changing programs or meet new legal standards. An approach which provides miscellaneous
funds of this nature can prevent postponing necessary major maintenance or remodeling of
facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers.
In addition, such an approach can also make better utilization of existing facilities in order to
avoid the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof
replacement, elevator upgrades, remodels, and major maintenance projects should be included
in this category.
Proposed Solution:
It is recommended that an amount of $3,154,000 be set aside for such projects in the Long
Range Capital Projects Plan. A detailed listing of special projects is on the following two pages.
Financing:
It is recommended the county budget $3,154,000 over the next five years to accommodate the
detailed listing of special projects found on the following two pages.
Impact on Operational Costs:
No new operational costs are anticipated. In most cases the HVAC systems replaced should be
more energy efficient resulting in energy cost savings.
451 2.
Bldg & Grds Special Capital Projects, Pg. 1
45\3
B&G Capital Maintenance Projects 2014 - 2018
FY 2014
Building Name
Public Works
Public Works
8th Avenue Storage
Courthouse Annex
Island Grove --Extension
1402 Admin
Human Services A
Human Services A
Address
1111 H Street Greeley,
CO 80632
1111 H Street Greeley,
CO 80632
8th Ave Street
Greeley, CO
934 9th Ave
Greeley, CO
425 North 15 Ave.
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
315 A N. 11th Ave
Greeley, CO 80632
315 A N. 11th Ave
Greeley, CO 80632
Type of Improvement Budget Estimate
Carpet
Teardown/Rebuild
Furniture for Carpet
Roof Top Units
Roof Top Units
New Roof
Roof Top Units (RTU)
Elevator Modernization
$40,000
$30,000
$22,000
$60,000
$217,000
$175,000
$85,000
Roof Top Units $57,000
2014 Total $686,000
Building Name
1551
1551
Jail (Phase 1)
Jail
8th Avenue Storage
FY 2015
Address
1551 N. 17th Ave
Greeley, CO
1551 N. 17th Ave
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
8th Ave Street
Greeley, CO
Type of Improvement Budget Estimate
Roof Top Units (RTU) $175,000
Boiler
New Roof
Fountain Replacement
(B,C,O,N,M Pods)
Asbestos removal & gut
South
2015 Total
$57,000
$363,000
$25,000
$55,000
$675,000
Bldg & Grds Special Capital Projects, Pg. 2
45M
FY 2016
Building Name
Ambulance (North)
Ambulance (South)
Jail
Human Services A
Jail
Jail
Jail
Jail
Ambulance (North)
Ambulance (South)
1551
Jail
Alternative Programs
Alternative Programs
Miscellaneous
Address Type of Improvement Budget Estimate
1121 M Street
Greeley, CO
3401 11TH AVE.
Evans, CO
2110 "O" Street
Greeley, CO
315 A N. 11th Ave
Greeley, CO 80632
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
1121 M Street
Greeley, CO
3401 11TH AVE.
Evans, CO
1551 N. 17th Ave
Greeley, CO
2110 "O" Street
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
Miscellaneous
Carpet $40,000
Carpet $15,000
Domestic Water Pump $30,000
Roof $150,000
Kitchen $78,000
Refrigerator/Equipment
Two Food Warmers $16,500
Clothes Washers (3) $50,000
Sprinkler system control $20,000
wires & clocks
AC/Furnace $35,000
AC/Furnace $17,000
Sprinkler system control $15,000
wires & clocks
Clothes Dryers (3) $27,000
Clothes Washers (1) $16,500
Clothes Dryers (2) $18,000
Miscellaneous
$74,000
2016 Total $602,000
Bldg & Grds Special Capital Projects, Pg. 3
Building Name
Planning & Health Building
Print Shop
Centennial
FY 2017
Address
1555 N. 17th Ave.
Greeley, CO
1500 2nd Street
Greeley, CO
915 10th Street
Greeley, CO
Type of Improvement Budget Estimate
$526,000
Chiller
$65,000
Roof (sloped portion)
Domestic Water Pump $30,000
2017 Total $621,000
Building Name
Centennial
Centennial
B&G
Centennial
FY 2018
Address
915 10th Street
Greeley, CO
915 10th Street
Greeley, CO
1105 H Street
915 10th Street
Greeley, CO
Type of Improvement Budget Estimate
Generator Data Center
$200,000
Lighting Upgrade $70,000
All Buildings iGraph $100,000
upgrade
Upgrade to DDC $200,000
Controls
2018 Total $570,000
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five
years, it is suggested the county proceed very cautiously and very conservatively in the area of
financing. To do this, it is suggested that a contingency be set aside each year on a pay as you
go basis to accommodate unanticipated cost increases or emergency situations which cannot
be foreseen at this time. If the contingency amount is accumulated over the next five years, it
can be used as a reserve for the capital projects program in future years, or it can be used as a
funding mechanism in years beyond 2020. The primary reserve would be for a future
correctional facility or other facilities at the North County Complex and southwest and southeast
County administrative office sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amount each year on a contingency basis that ultimately could be used
to meet any contingency or emergency situation, or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2020.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
45V,
MISCELLANEOUS FUNDS
45V
AIRPORT
Existing Situation:
The Weld County Board of County Commissioners, with approval of the Airport Master Plan,
committed to participate in certain enhancements at the Airport facility, especially those
enhancements that will ensure the safety of airport operations. If the Board decides to continue
to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of
Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate
the FAA ADAP program during the next five years. Funds can also be made available to
maintain FAA constructed facilities.
Proposed Solution:
In the Long Range Capital Projects Plan for 2014, funds are included to accommodate capital
improvements at the Greeley/Weld County Airport: If funding is provided, it should be for
projects that emphasize safety features and other essential enhancements to the current
operation.
Financing:
Funding, in the amount of $0.00 is required in the Airport's 2014 Capital Improvement Plan
(CIP).
Impact on Operational Costs:
Although the Airport Authority may incur additional operational costs from the projects in the
Airport CIP, no new operational costs are anticipated as a result of the Airport CIP for Weld
County government.
a
4 0
(Airport Capital Improvement Plan)
4b
SIX YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) WORKSHEET
Airport Name Greeley -Weld County Airport (0301 CIP Update 11-17-09
Apart Manager Mike Reisman Airport Engineer/ Consultant: RS&H
Apart Sponsor Greeley -Weld County Airport Authority ADO Contact: Don O'Brien
Address P.O. Boo 727 Greeley. CO 80632
Phone (9701336-3000 FAX: (970)336-3030
Project Description FAA State Appos Fed Discre0 GA Eniflement state Local Total Comments
Apron Rehab Preliminary Design and Construction Phase
D a
GE 150,000.00
3,947.00
3,947,00
157,894.00
Total,Year 2010 „_ikx"^•
.:,,,.b¢': " -
`,v:.15000000
3,94720
39p 00IF
157i89AS00$
Taxilane Rehab
nav600,000:00
15,789.00
15,76900
631,578.00
Uses Buena Vlsta Erie &Holyoke GA Ent,
Equipment Storage Buldn9
"S d'T4
234211.00
635,000.00
869,211.0)
Additional lcal funds to be provided
FY Fp txabove
maGh
00il
Total Year "' ."'3
t>Kfi " r
+;kw"`3T80000000
s'
.250,00000
`.
.',500}78900
Year Ent.
GAEnt.art-'*
""'" a
✓.'Y
-
Transfer Buena Vista
Multi -Use Tractor System
s5ljl
120,000 00
30,000.00
150,00000
Total Yaa201210312 .... " ",•^
••^:.-
rr
fl0 00
r_ 12000000
3200000a
vaSA°622110501000102.
GA Entitlement
.:T;
";?' Y'Pi. R. w:
-
Transfer to Ede
Pavement Fon seal
uv."64Hr*3
a6A,0304612000.30.
250,000 00
62 500.00
31250000
Thto4(e x01013' ' 1112'0.r''a a > '
25000000
w0. 422.62,500201
, :P5!n3f2;500.00
GA Entitlement
.•Rh"
0b0 „, - -
-
Transfer to Holyoke
."
.'Tffil�
Taw•
Total - Year zata
I
I
Pavement Fon Seal
30 15000000
3,947,00
3947.00
157,894.00
Total =Yean2015z.r. '-.
_+'
550000100
947-00216123,x•'4"0947
OD;
157,894,00
5 4Fk"n-.•
GA Ent.TBD
5145004e1.' :I
150,000.00
3,947.00
3,947.00
157,89600
Runway 16/34 and Tray C Overlay
7,476,500.00
196.75000
199,75000
7,870,000.00
Y8
Toe16-Yer2016+�:+62,476,500.00
a.S`•>„1,5000000
828,591.00
90088000m
Fo[a18-Vest CIP
''TM.T9850000'z"
w^"" 106000000
828,591 00
` F, 96f ,880 00.
0027;07400
,'1 0.006. 971'.00
T/way B and E
5,400,000.00
Taxilane Re-hab - Future Phase 600,000.00
nihe
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SBI 19 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the
lottery is anticipated to be $376,000 per year. The funds must be used for "the acquisition,
development, and maintenance of new conservation sites, or for capital improvements or
maintenance for recreational purposes on any public site". (Section 29-21-101, C.R.S.) With
the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $400,000 per
year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $29,000 in the General Fund from property taxes. Funds from
2014 forward are uncommitted.
Impact on Operational Costs:
No new operational costs are anticipated.
�00
4�
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation
of an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of
the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be
used to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general
county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been
committed to the maintenance of an indoor arena facility. Also, in 2000, the County contributed
$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove
Community Building. The facility was constructed and will be maintained jointly by the City of
Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund
budget to add air conditioning to the Island Grove Community Building. The county paid
$1,500,000, in 2006, for the Island Grove Park Master Plan that covers improvements to the
park for the next 10 - 20 year period.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the
projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP
for Weld County government. In most cases, the new park facilities planned will generate
revenues to support the additional operating costs.
46§j
46\2-
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers. With the transfer of the Paramedic Service to the local
hospital in 2012 Weld County will no longer have an Enterprise Fund in its budget.
MOTOR VEHICLE FUND: The Motor Vehicle Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $8,820,000 in 2014, with $4,475,500 budgeted for new capital equipment.
The budget reflects the continuation of the contract fleet management approach adopted by the
Board in August, 1984. Depreciation is $3,130,000 for new equipment purchases, plus sale of
surplus items of $460,000. Grants in the amount of $1,045,000 for CNG vehicles and
conversions are included in the 2014 budget.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and vision coverage. Details of the
program and coverage are found under the specifics of the fund summary. In 2014, the county
will continue with only dental and vision being self -insured. Health coverage will be provided by
a private company on a partially self -insured basis with a Preferred Provider Organization (PPO)
option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross budget
costs are $2,140,000 in 2014, with a property tax levy of $2,000,000. Details of the program are
provided under the specifics of the fund summary.
PHONE SERVICE FUND; Budget reflects total consolidation of phone service costs of
$1,542,248 in Weld County. Funding is at current level and reflects capital upgrades of
$250,000.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. As of
August 1, 2007, there are no active leases. Weld County has no long-term debt.
4643
Motor Pool, Summary of Revenues
MOTOR POOL
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
GRANTS
17550 4340 GRANTS
,J 96300 4340 GRANTS
TOTAL GRANTS
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6000 96300 4680 OTHER
6000 17550 4810 GAIN LOSS ON SALE
6000 96300 4810 GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL MOTOR POOL
2012 2013 2013 2013
Budget Request Recommend Final
0 865,000 865,000 0
510,000 0 0 0
510,000 865,000 865,000 0
4,500,000 5,690,000 5,690,000 0
2,850,000 3,130,000 3,130,000 0
0 460,000 460,000 0
500,000 0 0 0
3,350,000 3,590,000 3,590,000 0
8,360,000 10,145,000 10,145,000 0
Motor Pool, Summary of Expend.
4*5
MOTOR POOL
SUMMARY OF EXPENDITURES
2014
Fund
J
Org
17550
96300
Expenditure Function
VEHICLE REPLACEMENT
COUNTY SHOP
TOTAL MOTOR POOL
2013
Budget
3,201,000
8,360,000
11,561,000
2014 2014
Request Recommend
4,500,500 4,500,500
8,820,000 8,820,000
13,320,500 13,320,500
2014
Final
0
0
0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
2,740,698
2,421,000
2,521,000
2,521,000
Purchased Services
3,586,758
2,936,000
3,036,000
3,036,000
Fixed Charges
3,012,705
2,980,000
3,240,000
3,240,000
Capital
486,711
23,000
23,000
23,000
Gross County Cost
$ 9,826,872
$ 8,360,000
$ 8,820,000
$ 8,820,000
Revenue
9,591,683
8,360,000
8,820,000
8,820,000
Net County Cost
$ 235,189
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Supplies increased $100,000 with anticipated fuel cost, however
we should experience saving with the use of CNG/LNG fuel. Purchased Services are up
$100,000 with anticipated cost of new fleet maintenance costs for 2014. Fixed costs are up
$260,000 for increase depreciation with increase in fleet equipment. Total expenses are
$8,820,000.
Revenue includes $5,690,000 for maintenance charges, $3,130,000 for recovery of depreciation
for a total of $8,820,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
46kb
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued 6,300 6,350 6,400
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
787 800 800
.488
485
.480
488
.4872
492
Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1: Safe and
reliable vehicles
ready to meet needs
90% of department users satisfied with
the quality and timeliness of fleet
management services
90%
90%
90%
ES19-2: Worker-
friendly and
functional vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
ES 19-3: Cost
effective vehicles
Cost (acquisition, operating, resale
value) within prescribed industry
standards
95%
95%
95%
ES19-4: Fuel-
efficient/
environmentally -
friendly vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
4687
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
6,187,860
3,217,000
4,500,500
4,475,500
Gross County Cost
$ 6,187,860
$ 3,217,000
$ 4,500,500
$ 4,475500
Revenue
0
0
1,505,000
1,505,000
Net County Cost
$ 6,187,860
$ 3,217,000
$ 2,995,500
$ 2,970,500
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page. Six vehicles has been
identified for CNG/LGN, 82.79% will be covered with CMAQ grants. Sheriff is requesting 2
transport vehicles, which will be box over chassie, so future replacement will be chassie only.
District attorney is requesting an additional vehicle.
Revenue includes $460,000 from gains on the sale of equipment and $1,045,000 from CMAQ
grant funding for CNG vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: The District attorney's request is for an
additional investigator's vehicle. This same request was denied by the Board in the 2013 budget
process, so it is not included in the 2014 recommended amount. Policy issue.
All other vehicle requests are recommended.
BOARD ACTION:
4'Q
IGA Equipment, p. 1
69
47*
r
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
4 Door SUV - K-9 1 28,000 28,000
Patrol Vehicles 8 200,000 200,000
Crime Scene Vehicle 1 110,000 110,000
Inmate Transport Vehicles 2 160,000 160,000
Buildings & Grounds
3/4 ton crew cab 4X4 long bed utility box 1 44,500 44,500
District Attorney
Full size 4 door sedan 1 25,000 0
Engineering
Passenger Van* 1 40,000 40,000
UTV & Trailer (addition to fleet) 1 29,000 29,000
Public Works
See Basic List 3,864,000 3,864,000
Total
Identifed as possible CNG conversion
$4,500,500 $4,475,500 $0
PW Equip., p.1
47 0
2014 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT (Revised 7/1/13)
x idol? y,&2
Trucking
. ry v TM si r De cr84'8 r ' Eg"ttma,)ed
d₹ '�7-` ft )' "xt haQed Items r7e,flga au(ggingt quip) r.} { 7 PnU Rerrfi r y a ti tr .x 'L"T-o Fleet.T„ :.t,...._, s,
2 [Quad Axle Belly Dump Trailers $108 000
-
`YSS`IDOI /1 988 Belly DumpTrailef' , "'$12000
15,B1b0161t988 Be Dump Trailer: .$12,000„
1 Front -End Loader $350,000
158}30017/1994 Leaden :,,,,sg5';.o.g.p,::j.E.O$25,000
"2 Tandem Axle Truck Tractors- LNG (Possible Grant) $450,000
`-154100$6/2006'Truck Tractor _ : ; $17000"t ,`i
15410050/2007 Truck Tractor $17,000
1 Snow Plow Multi -Purpose Truck $220,000 YES
Grader
3
Motor Graders wN Plows $240,000
15820111/2003iMotor- Grader(reb(uiid) L$50,000 -
15520117/2005 Motor Grader.$60,000_.F sl ' z.
1582011812055 Motor Grader (rebulid) ? $50 000,
" 1 Tandem Truck Tractor LNG $225,000
1541005712006.Tandem Truck
Bridge
i
Tandem Axle Truck I $180000
15460026/2'000 Ford Tandem _ _ $20,000 ; l
I (Tandem Axle Side Dump Truck I 180,000
154017/1997 Single'Axie Truck _:. • $12 000," .<3
1 I Skidsteer Loader $40000 l
158301211990' Loader 'r=
1(5830025) Transferto PavementaManagement
1 [Single Axle Trailer $8,000
4546001711994 TandenmDump TNc1 .:s .. , , ,:.; -$6,000 - ".' '`
-Oily
'1 I One -Ton 4X4 Ext Cab Truck will Box (CNG) $60,000 I
:954200761200$ OpeTon 4X4 ,'„ - `.' $10 000
,:
I One -Ton Welding Truck $50,000
154,20060/2001 Welding Truck - _:
1 25 -Ton Tilt -Deck Trailer $45,000
150,800D511Qee Eager Beaver Trailer
1 Backhoe - 410E w/attachments $97,000
158 12/2 400002 JOBackhoe $35,000 ..
-
'1 Fifth -Wheel Tractor (LNG) $225,000
15541.,009112004 Intl,,Truck,•$40000 -7::
1 Portland Cement Trailer to be built $155,000 YES
Malnt-Supt
1 One -Ton Pickup (Sign Truck) $55,000
'1523004512003'pioPti ..:;:,:.v"",".,.:.:""?." -:":"..",..:",.;,:.c.$5,000 ; 3.
1 Skidsteer Loader w/attachments $50,000 I
.1;543001712003 Loader
2 Message Sign Boards - $40,000
x157100001/1995 MesDoo gn Board , '$5Qb
...
115300002/1995 Message Sign Board '$500,-,
Mining 1 Extendable Stacker $200,000
•9,6230018/Conveyor7
1 Hydraulic Excavator $421,000
}75050009/Ekpavatcr.. - .$25,000 ;:�„,
' 1 3/4 -Ton Ext Cab Pickup/Long Box CNG (Possible Grant) $45,000
• 15.22012012005.1/2Ton•Pickup -,$2,,00 ?' 3
Pvmt Mgmt
1
Steel Wheel Roller
$30,000
1601QO06M9$7 Ferguson f{oller , .
1 [Chip Spreader $250,000 I i
18180003/1996 Chipper
_ .:7:,:::::::,::.,:,:;.:-.1.,;!:1::::y:::;.':::!?
1 Side Dump Trailer $40,000 YES
Admin
• No Equipment Needed
TOTAL $3,864,000 $407,000
Jut'f ,...rr, I GRAND TOTAL PRIC.11O$ .:S REVENUE,; - ,,$3451000 N ,
CNG/LNG Grant funds
Health Ins., Summary of Revenue
47j
HEALTH INSURANCE
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
MISCELLANEOUS
93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
41 7/
2012 2013 2013
Budget Request Recommend
16,800,000 17, 914,044 17, 914,044
16,800,000 17, 914,044 17,914,044
2013
Final
Health Ins., Summary of Expenditures
474}a
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2014
Fund
F?00
Orq Expenditure Function
93100 HEALTH INSURANCE
93400 DENTALNISION
TOTAL HEALTH INSURANCE
2013
Budget
15,817,088
982,912
16,800,000
2014 2014
Request Recommend
16, 791, 644 16, 791,644
1,122,400 1,122,400
17,914,044 17,914,044
2014
Final
0
0
0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
1,069,800
737,912
877,400
877,400
Fixed Charges
11,249,990
16,062,088
17,036,644
17,036,644
Gross County Cost
$ 12,319,790
$ 16,800,000
$ 17,914,044
$ 17,914,044
Revenue
13,114, 868
16,800,000
17,914,044
17,914, 044
Net County Cost
$ -795,078
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision
reimbursement plan ($245,000), Wellness Program ($185,000), and the on -site county clinic
($692,400). In addition, the budget, in 2005, started to include the partially self -insured health
program offered county employees through CIGNA. The partially self -insured health program is
funded at the level of $16,791,644 in 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget
anticipates an 8 percent county contribution increase, which takes into account the cost
increase of medical care and the anticipated impact on insurance costs from the health reform
legislation. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as
the health insurance provider in 2014, plus offer a high deductible health plan with a health
reimbursement account option through CIGNA.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a low co -pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The
health plan is being offered through CIGNA. In 2008, the County moved to a universal health
care option that has lower employee premiums and higher co-insurance and out-of-pocket
costs. A comprehensive wellness program was also implemented in 2008. In July, 2010, the
County opened its own health clinic in an attempt to better serve county employees' and their
dependents' primary health needs in a more convenient and cost effective manner. The clinic
contract will cost $692,400 in 2014. It is anticipated that there will be a savings to the insurance
plan of over $1,400,000, with a return on investment of at least 2 to1.
475P
IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 2014, it is recommended to continue that the base health plan offered along with the standard
PPO be a high deductible health plan with a health reimbursement account (HRA) option
through CIGNA. The County would contribute $1,000 to the HRA for those employees taking the
high deductible health/HRA plan. The standard PPO option offered will have higher deductibles,
co -pays, and out of pocket expenses. The Choice PPO with low deductibles will no longer be
offered. The new health plan options are consistent with the changes being made by the health
insurance industry and by major employers offering employee and dependent healthcare
benefits.
The 2014 program is calculated with current participation as follows:
Single Coverage: 516
Dependent Coverage: 590
FIXED COSTS:
Health Insurance
On -site Clinic
Administration/Wellness/EAP Costs
Fixed Costs:
$ 1,541,661
692,400
185,000
$ 2,419,061
LOSS FUND:
Medical $15,249,983
Dental 155,000
Vision 90,000
Loss Fund Costs $15,494,983
GRAND TOTAL - COSTS $17,914,044
REVENUE:
Health Premiums
Dental/Vision
BOARD ACTION:
TOTAL REVENUE
PERFORMANCE MEASURES
$17,669,044
245,000
$17914044
ACTUAL ESTIMATED PROJECTED
Work Outputs
Single coverage 554 485 516
Family coverage 535 560 590
47Qf
Ins. Fund, Summary of Revenue
477$
SUMMARY OF REVENUES
2014
Fund Orq Acct Account Title
TAXES
1 93300 4112 CURRENT PROPERTY TAXES
CHARGE, FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE
2012 2013 2013 2013
Budget Request Recommend Final
2,000,000 2,000,000 2,000,000
145,000
90,000 90,000
0
0
50,000 30,000 30,000 0
20,000 20,000 20,000 0
70,000 50,000 50,000 0
2,215,000 2,140,000 2,140,000 0
Ins. Fund, Summary of Expenditures
47kco
Irl URANUt
SUMMARY OF EXPENDITURES
2014
Fund
Orq
93200
93300
Expenditure Function
WORKERS COMPENSATION
LIABILITY
TOTAL INSURANCE
2013
Budget
1,535,800
679,200
2,215,000
y74
2014 2014
Request Recommend
1,461,300 1,461,300
678,700 678,700
2,140,000 2,140,000
2014
Final
0
0
0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage.
This fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
1,631
3,500
3,500
3,500
Purchased Services
42,852
40,200
43,500
43,500
Fixed Charges
1,475,822
2,171,300
2,093,000
2,093,000
Gross County Cost
$ 1,520,305
$ 2,215,000
$ 2,140,000
$ 2,140,000
Revenue
203,289
215,000
140,000
140,000
Net County Cost
$ 1,317,016
$ 2,000,000
$ 2,000,000
$ 2,000,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP, but using the self -insured option under the insurance pool for a fixed cost of $353,700.
Effective January 1, 1992, Weld County became self -insured for workers compensation.
Workers Compensation includes excess insurance and bonds costing $180,000, claims
administration costs of $43,300, and a loss fund of $1,238,000. A loss fund for all other
insurance coverage is budgeted at $325,000. Unemployment insurance is being charged
directly to departments. The program is supported by property tax ($2,000,000), charges for
service ($90,000), interest ($30,000), and compensation for losses ($20,000). No fund balance
reserves are anticipated to be needed to support the loss fund in 2014.
Property tax remains at $2,000,000 due to workers' compensation claim history. Claim costs for
workers compensation have been increasing due to rising healthcare costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section 8-44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local
county activities and a charge back mechanism be used only for programs funded by state and
federal funding sources. Weld County, through CAPP, has reduced limits of coverage and
placed reliance on sovereign immunity to stay within the budgeted amount. The legislative
changes in 1986 strengthened the county's position in the use of sovereign immunity limits in
Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any
judgment against it. Continuation of the self -insured program for workers compensation is
recommended, which should result in cost savings, plus no shared risks with other counties.
Unemployment costs are recommended to be charged directly to departments for revenue
raising strategies and departmental accountability for costs.
479?
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
Number of workers compensation claims 110 110 110
Dollar amount of prop/casualty claims paid $325,000 $325,000 $325,000
Efficiency Measures
FTE'S per 10,000/capita 0.038 0.037 0.036
Per capita cost (county support) $4.94 $7.39 $7.26
Cost per claim processed $356.31 $365.45 $374.59
7?
48Q.
Phone Services, Summary of Revenue
79
4, 4\
PHONE SERVICES
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
CHARGE FOR SERVICES
17400 4410 CHARGE FOR SERVICES
TOTAL PHONE SERVICES
2012 2013 2013 2013
Budget Request Recommend Final
1,354,772 1,292,248 1,292,248
1,354, 772 1,292,248 1,292.248
Phone Services, Summary of Expenditures
48°�b
PHONE SERVICES
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
'400 17400 PHONE SERVICES
TOTAL PHONE SERVICES
2013 2014 2014 2014
Budget Request Recommend Final
1,604,772 1,542,748 1,542,748 0
1,604,772 1,542,748 1,542,748 0
'Po
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Phone Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide phone services to Weld County and the Court system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 174,030
$ 182,778
$ 249,429
$ 249,429
Supplies
27,941
14,100
14,100
14,100
Purchased Services
863,585
877,641
733,966
733,966
Fixed Charges
282,619
280,253
294,753
294,753
Capital
254,083
250,000
250,000
250,000
Gross County Cost
$ 1,602,258
$ 1,604,772
$ 1,542,248
$ 1,542,248
Revenue/Fund Bal.
1,210,701
1,604,772
1,542,248
1,542,248
Net County Cost
$ 391,557
$ 0
$ 0
$ 0
Budgeted Positions
2
2
3
3
SUMMARY OF CHANGES: Personnel Services are up $66,651 due to increases in salaries
and health insurance, plus an additional Phone Services Technician position. Phone costs are
funded at $480,600, and repair and maintenance of phones is $130,000. Depreciation is up
$14,626 due to new equipment being installed. Capital costs cover the system upgrades
approved in 2011 for the 2011-2015 Capital Plan for phone systems. In 2014 the capital items
will include replacing five pieces of equipment for phone greetings with interactive voice
response systems, and replacing T1 lines with SIP trunking, which is a newer technology that is
more flexible and better in disaster recovery.
Revenue is budgeted at $1,292,248. With the rate adjustment done in mid -2013 the utilization
billed will cover the costs of the phone service with the projected revenue. In October, 2012, the
State court facilities went off the county's phone system. The revenue from court's use was
about $108,000 per year. There will be some offsetting decreases in corresponding costs, but a
rate study was done in 2013 and rates were adjusted effective July 1, 2013, to insure full cost
recovery.
FINANCE/ADMINISTRATION RECOMMENDATION: The workload of the department due to
the number of phones and cell phones has grown to the point that an additional Phone Services
Technician position is needed. Plus, the added staff will accommodate the necessary training
for succession planning for the department over the next two years. Recommend approval of
the position and the budget as requested.
BOARD ACTION:
48'j
PHONE SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Incoming calls
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Annual cost per call
6,400,000
.075
$6.02
$0.25
5,950,000 6,000,000
.074
$5.93
$0.27
1.090
$5.60
$0.26
Goal ES18: Capitalize on phone technology to improve service, increase efficiency and provide greater phone
access and exchange.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 18-1: User
friendly phone
services
Percent of users (residents, visitors,
employees, etc.) satisfied with phone
access to services and information
99%
99%
99%
48\Z
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county
buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Fixed Charges
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
48'3
4815, y
GLOSSARY
ACCOUNTING PROCEDURES
ACCRUAL BASIS
ACCRUED EXPENSES
ACTIVITY
ACTIVITY CLASSIFICATION
ALLOCATE
ALLOCATED COSTS
ALLOCATION
ALLOT
ALLOTMENT
ALLOTMENT PERIOD
ANNUAL BUDGET
All processes which discover, record, classify, and
summarize financial information to produce financial reports
and to provide internal control.
The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of
related cash flows.
Expenses incurred but not due until a later date.
A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the
government is responsible. For example, "food inspection" is
an activity performed in the discharge of the "health" function.
Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
To divide a lump -sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
Indirect costs distributed to programs or departments via a
cost allocation plan.
A part of a lump -sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
A part of an appropriation which may be encumbered or
expended during an allotment period.
A period of time less than one fiscal year in length during
which an allotment is effective. Bi-monthly and quarterly
allotment periods are most common.
A budget applicable to a single fiscal year.
48'1'
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
ARRA
APPROPRIATION
EXPENDITURE
A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes.
An appropriation is usually limited in amount and as to the
time when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by
which the expenditure side of the annual operating budget is
enacted into law by the legislative body. In many
governmental jurisdictions, appropriations cannot be enacted
into law by resolution but only by a bill, ordinance, or order.
American Recovery and Reinvestment Act. This is the
economic stimulus legislation passed in 2009 to stimulate
economic growth.
An expenditure chargeable to an appropriation. Since
virtually all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY
A government or public agency created to perform a single
function or a restricted group of related activities. Usually
such units are financed from service charges, fees, and tolls,
but in some instances they also have taxing powers. An
authority may be completely independent of other
governments or partially dependent upon other governments
for its creation, its financing, or the exercise of certain
powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
BUDGET
A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the
term usually indicates a financial plan for a single fiscal year.
The term "budget" is used in two senses in practice.
Sometimes it designates the financial plan presented to the
appropriating body for adoption and sometimes the plan
finally approved by that body. It is usually necessary to
specify whether the budget under consideration is preliminary
and tentative or whether it has been approved by the
appropriating body.
48',o
BUDGET DOCUMENT
BUDGET MESSAGE
BUDGETARY ACCOUNTS
BUDGETARY COMPARISONS
BUDGETARY CONTROL
BUDGETARY EXPENDITURES
BUDGETED FUNDS
CALLABLE BONDS
CAPITAL BUDGET
The instrument used by the budget -making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the
budget -making authority, together with a summary of the
proposed expenditures and the means of financing them.
The second consists of schedules supporting the summary.
These schedules show, in detail, the information as to past
years' actual revenues, expenditures, and other data used in
making the estimates. The third part is composed of drafts of
the appropriation, revenue, and borrowing measures
necessary to put the budget into effect.
A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at
the time of the message, and recommendations regarding
the financial policy for the coming period.
Accounts used to enter the formally adopted annual
operating budget into the general ledger as part of the
management control technique of formal budgetary
integration.
Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided
with assurances that government monies are spent in
accordance with the mutually agreed -upon budgetary plan.
The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount
to exclude amounts represented by noncurrent liabilities.
Due to their spending measurement focus, governmental
fund types are concerned with the measurement of budgetary
expenditures.
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
Bonds which are redeemable by the issuer prior to the
maturity date at a specified price at or above par.
A plan of proposed capital outlays and the means of
financing them.
48V
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
CONTINUING
APPROPRIATION
COPS UHS
COST ALLOCATION PLAN
C.R.S.
DA
DEFAULT
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets forth each
project or other contemplated expenditure in which the
government is to have a part and specifies the full resources
estimated to be available to finance the projected
expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be used to meet
current expenditures.
Form of financial instrument similar to a bond to facilitate
lease/ purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for
parks and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused
with INDETERMINATE APPROPRIATION.
Federal community oriented policing grant.
Identification, accumulation and distribution of costs relative
to the provision of those services, along with the methods
used.
Colorado Revised Statutes
District Attorney
Failure to pay principal or interest when due. Defaults can
also occur for failure to meet nonpayment obligations, such
as reporting requirements, or when a material problem
occurs for the issuer, such as a bankruptcy.
`38
499
DEFICIT
DEPRECIATION
DIRECT COSTS
DURATION
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2) The portion of the cost of a fixed asset other than a
wasting asset which is charged as an expense during a
particular period. In accounting for depreciation, the cost of a
fixed asset, less any salvage value, is prorated over the
estimated service life of such an asset, and each period is
charged with a portion of such cost. Through this process,
the entire cost of the asset is ultimately charged off as an
expense.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
The weighted maturity of a fixed -income investment=s cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
EDAP Economic Development Action Partnership.
ENCUMBRANCES Obligations in the form of purchase orders, contracts, or
salary commitments which are chargeable to an
appropriation and for which a part of the appropriation is
reserved. They cease to be encumbrances when paid or
when an actual liability is set up.
ENTERPRISE FUND A fund established to finance and account for the acquisition,
operation, and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting
by user charges. The Paramedic Service operates as an
Enterprise Fund.
ESTIMATED REVENUE The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the
amount approved by the Board.
EXPENDITURES
FISCAL PERIOD
FISCAL YEAR
Decreases in net financial resources. Expenditures include
current operating expenses which require the current or
future use of net current assets, debt service, and capital
outlays. The unmodified use of the term expenditures in this
text is intended to mean budgetary expenditures.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
c�
491
FIXED ASSETS
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GRANT
HES
HIGHWAY USER TAX (HUTF)
Assets of a long-term character which are intended to
continue to be held or used, such as land, buildings,
improvements other than buildings, machinery and
equipment.
Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours
or 52 forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public
safety, public health, public welfare, etc.
A fiscal and accounting entity with a self -balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer=s full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The "base map" contains the least amount of
common data which is supplemented by attribute overlays.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed the grantee.
Hazard Elimination Program for transportation projects.
Revenue that is derived from the state gasoline tax, and
restricted for Road and Bridge activities.
4920
INDETERMINATE
APPROPRIATION
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must
be made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from
municipalities, the State of Colorado, and the Federal
Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Phone Services Fund.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
4ki
MODIFIED ACCRUAL BASIS
The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger -than -normal
accumulations must be disclosed in the notes to the financial
statements;
(4) interest on special assessment indebtedness which
may be recorded when due rather than accrued, if
approximately offset by interest earnings on special
assessment levies; and
(5) principal and interest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the
modified accrual basis of accounting.
NET BUDGET The net budget eliminates double counting in the budget,
such as fund transfers, and thus represents the true level of
programmed spending in the budget.
NON -DEPARTMENTAL A category established to account for expenses not
associated with any specific department, but all departments
or many, within a fund.
OBJECT As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
OPERATING BUDGET
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
OPERATING EXPENSES Proprietary fund expenses which are directly related to the
fund's primary service activities.
4944�-
OPERATING GRANTS
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
OPERATING INCOME The excess of proprietary fund operating revenues over
operating expenses.
OPERATING TRANSFER Routine and/or recurring transfers of assets between funds.
ORGANIZATIONAL UNIT A responsibility center within a government.
ORGANIZATION UNIT
CLASSIFICATION Expenditure classification according to responsibility centers
within a government's organization structure. Classification
of expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
OVERHEAD
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become
an integral part of the finished product or service such as
rent, heat, light, supplies, management, supervision, etc.
PERA Colorado Public Employees' Retirement Association (PERA)
is the state retirement system.
PROGRAM
An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
PROGRAM BUDGET A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
PROPRIETARY FUND A fund used to account for business -type activities in
government. The activities are usually financed with user
fees that are directly related to the services received. There
are two types of proprietary funds - enterprise and internal
service funds.
RATINGS Designations used by credit rating agencies to give relative
indications of credit quality.
RECIDIVISM A relapse into criminal habits after punishment.
REGISTERED BOND
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
49b\3
REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements
of a fund for expenditures or expenses initially made from it
which are properly applicable to another fund -- e.g., an
expenditure properly chargeable to a Special Revenue Fund
was initially made from the General Fund, which is
subsequently reimbursed. They are recorded as
expenditures or expenses (as appropriate) in the reimbursing
fund and as reductions of the expenditure or expense in the
fund that is reimbursed.
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SH
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and
residual equity transfers. Under NCGA Statement 1,
operating transfers -in are classified separately from
revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Abbreviation for State Highway
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries"
and "replacing defective street lamps" would be subactivities
under the activity of "street light maintenance".
A grouping of related activities within a particular
governmental function. For example, "police" is a
subfunction of the function "public safety".
49TH °f
SURPLUS
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and
local government revenue and expenditures, makes provision
for annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
TANF Temporary Assistance to Needy Families.
TAXES
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against
particular persons or property for current or permanent
benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE
TAX RATE LIMIT
TAX ROLL
The amount of tax stated in terms of a unit of the tax base;
for example, 25 mills per dollar of assessed valuation of
taxable property.
The maximum rate at which a government may levy a tax.
The limit may apply to taxes raised for a particular purpose,
or to taxes imposed for all purposes, and may apply to a
single government, to a class of governments, or to all
governments operating in a particular area. Overall tax rate
limits usually restrict levies for all purposes and of all
governments, state and local, having jurisdiction in a given
area.
The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the
two can be distinguished.
TRADITIONAL BUDGET A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on
objects of expenditure.
UNC University of Northern Colorado
UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
49
WCR Abbreviation for Weld County Road.
WCRCC
WELL PROGRAM
WORKLOAD MEASURES
WORK PROGRAM
WORK UNIT
YIELD
NOTE:
Abbreviation for Weld County Regional Communications
Center
Wellness health program provided as a fringe benefit to
employees.
Specific quantitative and qualitative measures of work
performed as an objective of the department.
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
Most of the above definitions were taken from Governmental Accounting,
Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G.
pp. 1051-1093.
49kb
Hello